City Manager Blog

Assets

2011-12-05T09:18:00.000-08:00

Annual Employee Holiday Open House
I would like to invite each and every one of you to the Annual Employee Open House at City Hall on Thursday, December 8 from 9:00 – 11.00 a.m. We will celebrate with beautiful music and always terrific refreshments in a fruitcake free zone. We will again hold a food drive and for each item that you bring you will receive an additional raffle ticket and it sounds like we have great prizes again this year. The best part of the open house is the chance to meet up with coworkers that you may not have seen for a while and share a little holiday cheer.

There are a couple of unauthorized food competitions going on this year including a cookie bake off and a guacamole mud wrestling contest. I’m not sure that competition is quite in the holiday spirit of peace on earth etc. but the food should be great.

Unfortunately we know that it is not possible for everyone to make it to the Open House so we would encourage you to have your coworkers bring back some goodies for you.

Whether you can be here or not I want to take this opportunity to thank you for the great work that you do every day and express my appreciation for the positive attitude with which you approach serving our community.

Assets
This past week I had the opportunity to meet with the leadership of the new United Arizona Employee Association (UAEA) for what we call our “Chat with Charlie.” We use my favorite format for a chat by having those present ask questions and I answer. We had a wonderful and spirited discussion about a broad range of topics. There was one theme that came up about how we know we are valued in the work that we do especially when we see a lot of government employee bashing going on these days. That theme is worth pursuing.

It’s no fun to bust your hump serving people all day if you don’t feel valued in what you are doing. So how do we find that value? It is partly about compensation. Looking at compensation as the way to feel valued has been hard to come by lately in many lines of work. Recently I received an anonymous message from a City employee who was taking great exception to a comment I made about staff has the fun of implementing the strategic priorities City Council recently set. The writer said more work is not fun and also added the following comment,

“Most of us enjoy working for the City, and realize that cuts had to be made. Most of us come to work to provide for our families. We want fair pay, good benefits, a clean and safe work station, good tools and equipment to get our jobs done, proper training, to be treated fairly, and to be given equal opportunities.”

I wish that the writer had the confidence to use their name because I found value in the comments. I believe we do have basic needs that have to be met and that the City of Tempe has tried in the past and will continue to strive to provide those very things. But then the conversation with the leadership group progressed to asking if there could be opportunities to try different kinds of work within the City. We talked about learning new things and growing. I believe that most of us want to stretch our minds and take on changes that help us grow. I, for one, am often guilty of saying “I’ve seen this situation before.” The risk in that is not seeing things as they are but through a limited lens. However, I can get real excited about saying “This is a completely new situation, I’m going to have to learn about this.” We should find ways to help people who want to stretch.

We also talked about one supervisor who thanked all of her employees at the end of the day for their efforts. Doesn’t seem like such a big deal but it sure was to the person that made the comment. While it is important for supervisors to know how far a little “thank you” can go, we can all support one another with a simple acknowledgement.

One thing I know for sure is that most of us come to work every day with a very strong sense of the good that we do in the community. We might be working in the Courts and be loaded down with work but underneath all of that is also a sense that we are preserving a system of justice in our little corner of the world. We might be up to our keister in mud while fixing a water main but we know that we are also preserving a sense of safety and health for the people that depend on that water. We are fortunate enough to be able to see the good that comes from our work.

Thank you for your efforts today, you are our greatest asset.

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

Charlie Meyer

Hiatus - July 11, 2011

2011-07-14T15:09:00.000-07:00

A hiatus is defined as “a gap in a series” and the City Council has a hiatus in its normal biweekly Council meeting schedule since they will not be meeting again until August 18th. A hiatus hernia is a gap or tear in the diaphragm and has absolutely nothing to do with what I am writing about, but I didn’t want there to be any confusion between the two.

During this hiatus in Council schedule we get the opportunity to step back from the sometimes frantic pace of meeting schedules and take stock of where we are. Let us focus on enjoying the summer while we dig out from the coating of dust from last week’s dust storm.

Tempe Supervisors Association
The MOU for the TSA expired on June 30, 2011. Despite efforts to put a replacement agreement in place prior to the expiration, we were unable to come to a mutual agreement and have declared an impasse in the meet and confer process. In order to allow time for that process to occur, the City Council approved a 90 day extension of the existing terms and conditions of the current MOU.

Photo Enforcement
At the July 7th Council meeting (prior to the hiatus) the Council voted not to extend the contract with Redflex to operate our photo enforcement program. The contract has been the subject of litigation over whether the City is obligated under the contract to pay fees for individuals who attend driving school in lieu of paying a fine for the citation. The contract term had been extended through the normal annual renewal process a year ago and is now scheduled to expire in mid-July. So at a minimum, there will also be a hiatus in photo enforcement. In the meantime, we expect to discuss with City Council in the near future the pros and cons of the photo enforcement program and seek their direction on either a contract extension, a new request for proposal process, or discontinuation of the program.

Many believe that photo enforcement is used as a revenue tool for cities. When Tempe set up its most recent contract, it was set up to cover our costs and that is essentially what it has done. Its purpose, however, was to increase the safety of our streets and intersections. A review of accident data since the program has been in place suggest about a 25% reduction in accidents on City streets. It is difficult to isolate the reason for that reduction to photo enforcement especially in light of the fact that there is no direct correlation between the intersections with photo enforcement and the accident reductions. It could be that drivers don’t know which intersections have photo enforcement so they act as if all have it. It is also possible that other completely unrelated factors account for the accident reductions. So stay tuned, more to come on this issue.

Retiree Healthcare
City Council received a report at the July 7th Informal Review Session regarding the health care plan for retirees. A proposal for ensuring that a plan be provided both short-term and long-term was presented to Council. The plan calls for moving the retirees who are not yet eligible for Medicare to a Health Reimbursement Account similar to, but not the same as, the Group 3 active employees hired after June 1999. Those active employees become eligible for a Health Reimbursement Account after 10 years of service with a monthly stipend after that. In the case of the Group 1 and 2 retirees, they would receive a monthly stipend when retired, which would be used to pay for their health care on a pay as you go basis. The stipend amount proposed for these retirees would be set initially to cover the cost of the ASRS Health Plan with a contribution of $10 per month for retiree only (up from $0 currently) and $176 for retiree and dependent (currently $158 for retiree and spouse, $245 for retiree and family and $106 for retiree and children). While retirees would not be required to participate in the ASRS plan, it is likely that many would. That plan is a United Health Care group with approximately 12,000 members plus dependents. Council supported an option to provide a higher stipend for retirees who live outside Arizona since the ASRS plan carries a higher cost.

Because the cost of the ASRS health plan is so much lower than the current City plan for pre-Medicare retirees, it makes it financially feasible for the City while keeping the retirees’ contribution to a minimal increase. The current City plan was compared to the ASRS plan by our actuaries and the ASRS plan was found to be equivalent to 95% of the current plan.

I would like to thank all the member of the task force that has been meeting on this weekly since April to try to craft a fair solution. I believe they succeeded. Council is expected to act on this new plan on August 18th with implementation by October 1. Meetings are being scheduled for current and future plan participant.

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

Charlie Meyer

Independence Day

2011-07-01T15:31:00.001-07:00

There can be great value in looking back at the great documents that memorialize the foundations of this great nation of which we are all privileged to be part. The following excerpts are most of the Declaration of Independence. This document was not hastily thrown together by a bunch of radicals but rather represents the culmination of a long series of efforts by these loyal British citizens to be heard and ending with what most of them probably thought was their choice of last resort.

The Declaration of Independence ended up launching this unique American nation and it can also serve as a life lesson for work, home or community. King George III didn’t listen to his people, didn’t think he had to. He should have. His people in the colonies tried for decades to make it work and only then did they make the difficult but necessary decision to take action and set off on their own. They met his disrespect with respectful action. Not a bad model to live by. Please take a moment to read the words that helped make us independent while you are enjoying your holiday.

“When in the Course of human events, it becomes necessary for one people to dissolve the political bands which have connected them with another, and to assume among the powers of the earth, the separate and equal station to which the Laws of Nature and of Nature's God entitle them, a decent respect to the opinions of mankind requires that they should declare the causes which impel them to the separation.

We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness. That to secure these rights, Governments are instituted among Men, deriving their just powers from the consent of the governed, That whenever any Form of Government becomes destructive of these ends, it is the Right of the People to alter or to abolish it, and to institute new Government, laying its foundation on such principles and organizing its powers in such form, as to them shall seem most likely to effect their Safety and Happiness. Prudence, indeed, will dictate that Governments long established should not be changed for light and transient causes; and accordingly all experience hath shewn, that mankind are more disposed to suffer, while evils are sufferable, than to right themselves by abolishing the forms to which they are accustomed. But when a long train of abuses and usurpations, pursuing invariably the same Object evinces a design to reduce them under absolute Despotism, it is their right, it is their duty, to throw off such Government, and to provide new Guards for their future security.”

The next section is a list of charges against King George III, which aim to demonstrate that he has violated the colonists' rights and is therefore unfit to be their ruler

“We, therefore, the Representatives of the united States of America, in General Congress, Assembled, appealing to the Supreme Judge of the world for the rectitude of our intentions, do, in the Name, and by Authority of the good People of these Colonies, solemnly publish and declare, That these United Colonies are, and of Right ought to be Free and Independent States; that they are Absolved from all Allegiance to the British Crown, and that all political connection between them and the State of Great Britain, is and ought to be totally dissolved; and that as Free and Independent States, they have full Power to levy War, conclude Peace, contract Alliances, establish Commerce, and to do all other Acts and Things which Independent States may of right do. And for the support of this Declaration, with a firm reliance on the protection of divine Providence, we mutually pledge to each other our Lives, our Fortunes and our sacred Honor.”

By the way…… on July 4, 1826 John Adams and Thomas Jefferson died fifty years to the day after both of them signed the Declaration of Independence that both played a role in drafting. They served together as President and Vice President, became bitter political rivals and eventually resumed a correspondence relationship in their later years signaling that we are capable of mellowing out in our golden years.

Tempe creates outstanding value for those we serve through shared vision,

superior service and sustainable practices.

Charlie Meyer

50/50

2011-06-28T11:11:00.000-07:00

The Weekly………….…...................50/50……………………..……June 25, 2011

A few weeks ago, I discovered the first Friday in June is National Donut Day. I also discovered that June is National Accordion Awareness Month. Surprisingly, I received more than a few replies about accordions and polka music. Who knew we have so many polka fans amongst our ranks?
One minute wait time

Recently, I’ve noticed the ad for Scottsdale Memorial Hospital’s Emergency Room on an electronic billboard at the loop 101 / 202 interchange. The ad announces the actual wait time for emergency room services. While driving by, I’ve seen 1 minute wait time, 20, 45, etc. This makes me wonder. Since the wait time is only a minute, I guess it would be a good time to go home to dislocate a hip by falling off a ladder or simply sideswiping the car next to me on the 101.

Based on this wait time information should I plan my need for emergency room services? It’s an emergency, inherently - by definition, it is not planned. I really don’t understand advertising wait times. I have noticed shorter wait times occur very bright and early on weekend mornings. May I be so bold to suggest attempting any hazardous or even moderately hazardous chores early Saturday or Sunday morning? Nothing like firing up the chain saw at 5:00 am on a Saturday, just to be safe. I’m confident our Risk Management staff would concur with this plan of action. Of course, while you may get the work done safely, you may need medical attention after you neighbors are done with you because you woke everybody up at o-dark thirty.

And what’s the point of this balderdash of a story, you ask? Well, first it’s just an observation I wanted to share, more importantly it’s an offbeat segue to workplace safety. As I write this, the National Weather Service has issued an excessive heat warning for the Valley of the Sun. Really? It gets hot in the summer in the desert in the Valley of the Sun? What a surprise. On a serious note, sometimes the heat and its effects sneak up on us. I take this opportunity to remind everyone, particularly our very capable employees who work outdoors, to be mindful of the heat and take precautionary measures. Our Risk Management division in our Financial and Technology Department offer Heat Stress Prevention tips and a training course. Please take advantage of this opportunity. For further information check out:

http://www1.tempe.gov/riskmanagement/SafetySection/Heat_Stress_Intro.htm

Regardless of the emergency room wait time, health and safety for all our employees is essential.
To beat the heat, take advantage of some free events scheduled throughout the summer at The Tempe History Museum: http://www.tempe.gov/museum/events.htm

You sure can’t go wrong with a Brass Band Salute to Independence Day or Alice in Wonderland.

50/50 – A look into the way back machine and to the future

Back a half of century ago, in 1961, Tempe’s population was about 24,897 as counted in the 1960 census.

About town:

• Mr. Clyde Gilliland was our mayor from 1960-1961 and a council member from 1930 – 1961.

• The Tempe Police phone number was WO 7-3301 (WO is for Woodland) and Tempe Fire WO 7-2250.

• Tempe kids spent their summers swimming in the Olympic-sized pool at Tempe Beach Park.

• Ground was broken for Legend City, the Disneyland-inspired amusement park on the Tempe-Phoenix border.

• JB’s Family Restaurants were founded in Tempe.

• The Los Angeles Angels, then owned by Gene Autry, began playing baseball. These Angels now Spring train at Tempe Diablo Stadium.

• Top’s Liquors in the Tempe Center is open every night until 10 pm.

• Shalimar Country Club opened.

• On May 8, 1961 – nocturnal lights were reported over Tempe around University and Rural. UFO sites categorize this as a “UFO traveling in a straight line across the sky.”

• U.S. Senator and Tempean Carl Hayden attended the inauguration of John F. Kennedy.

• Southern Avenue was still considered south of town, although housing was rapidly being constructed to meet the needs of the booming population.

Some June 1961 Council Actions:

• Because City Manager Arthur Bunger moved to Prescott, City Council selected Mr. Louis Cooper from Fresno, California at a salary of $1,100 per month to report for duty July 17 as the new City Manager.

• Council also voted to remove “No Parking” signs from the west side of Dorsey Lane between Lemon and 8th Street.

• Council granted permission to the Kiwanis Club to hold their fireworks display on July 4th at the Stadium. (council meeting minutes did not mention which stadium)

• In budgetary matters, Council reduced the Police Department budget to $100,000 and added to the Fire Department budget. (minutes did not mention specific amounts). Also, authority was given to increase the Librarian and Assistant Librarian salaries to $350 and $325 respectively. (did not mention time period)

At Arizona State University:

• G. Homer Durham was their 11th president, ASU began awarding PhD degrees and 10,000 students were enrolled.

• Frank Kush was in his 3rd year as football coach.

• The Farmer Education Building was built in September.

• KAET Channel 8 signed on for the first time from a trailer on campus and offered ASU courses via television.

• A National Meteorite Symposium was held on campus.

A look forward to June 2061:

One may wonder what our future will bring. One may wonder:

• Will the US Post Office still exist?

• Will a checkbook still exist?

• Will the newspaper, book and land line telephone exist?

• Will television exist?

• Will big box retail stores exist or will on-line shopping continue to expand?

A look forward to June 2061:

• Will Shalimar golf course still be open?

• Will “No Parking” signs exist on the west side of Dorsey? For that matter, will the west side of Dorsey exist?

• Will the Kiwanis Club still display July 4th fireworks?

• Will the Tempe City Council, in June 2061, reduce the Police Department’s budget and increase the fire Department’s?

• Will the Angels remain our spring training team?

What will Tempe look like?

• Will our neighborhoods be safe, thriving and remain vibrant?

• Will commerce, jobs and employment opportunities exist and be booming?

• Will Tempe attract private investment?

• Will ASU remain the New American University?

• Will our local educational system be flourishing?

• Will Tempe Town Lake exist offering a variety of events, surrounded by mixed use development?

• How will we move from one place to another and what type fuel might we use?

How will Tempe continue to create outstanding value for those we serve through shared vision, superior service and sustainable practices?

Most importantly, will Tempe be a great place to raise a family, invest in a business, earn an education, learn to ride a bike, or enjoy an evening out? And, what might we be doing now to provide a proud, prosperous and successful Tempe in 2061?
Jeff Kulaga

Pinch Hitting for Charlie Meyer.

We Get Our Work Done Through People

2011-05-23T11:51:00.000-07:00

National Police Week Thanks to Sgt. Sean Still for letting me know about National Police Week, which occurs each year during the week in which May 15 falls, and which recognizes the service and sacrifice of U.S. law enforcement. National Police Week pays special recognition to those law enforcement officers who have lost their lives in the line of duty for the safety and protection of others. In 1962, President Kennedy proclaimed May 15th as National Peace Officers Memorial Day.

Please join me in recognizing our Police Officers for the tremendous work that they do in making our community safe and do this work recognizing the risk they take each day. When a Police Officer dies in the line of duty it is the kind of event that rocks an entire community. So let us support our officers and thank them for their contribution. I hope that we never have a loss of life in our community. Like they used to say at the end of roll call on Hill Street Blues, “Be safe out there.”

Employee Relief Fund
Thank you for your response to the appeal for Board members for the Employee Relief Fund. Several employees volunteered to serve and we will be making appointments shortly.

Getting Work Done Through People
A number of you responded to the follow up in the Weekly on what I will refer to as the relationship between an employee and their supervisor.

The following comment from an employee tees up the conversation, “I honestly believe a supervisor has a profound impact on the employee’s work attitude and willingness to get the job done.” An understatement if anything.

Here is a quote from one of my favorite management books, First, Break All The Rules:
“If she (your manager) sets clear expectations, knows you, trusts you and invests in you, then you can forgive the company for its lack of a profit-sharing program. But if your relationship with your manager is fractured, then no amount of in-chair massaging or company-sponsored dog walking will persuade you to stay and perform.”

Finally, the following quote if from one of our City supervisors which I found to show incredible insight into this all important relationship.

“One thing that I have picked up on is those types of comments (the disrespectful ones) generally come from supervisors that are in the mind set of managing an employee, which lies the real problem. In order to manage something one must have control over it. It’s my opinion that people can’t be controlled, but they can be led. I work under the notion that my primary responsibility is to get work done through people. The bottom line is, if I’m not able to lead my team and keep everyone performing as planned and expected, the team is not going to be successful with the task at hand.”

We have undertaken a number of initiatives within the City with the intent of doing all we can to ensure that we have healthy relationships between employees and supervisors. Those teams that are working through the Leadership Development Program on the disciplines of execution are helping to build a system in which we get work done through people. We are working on a Performance Management System that will center on the kinds of crucial conversations that make the supervisor/employee relationship work. Most workplaces never reach that high level of respect. We can.

Charlie Meyer

Tempe creates outstanding value for those we serve through shared vision, superior

service and sustainable practices.

Life Saving Work

2011-05-18T14:53:00.000-07:00

Life Saving Work

Sometimes saving a life is the work of a City employee. They don't go about looking for credit or notoriety but saving a life is not in every job description. In recent budget forums some of the participants suggested that City employees were paid, on average, more than the average pay in Arizona. My response was that we require specialized training that is not "average". The following communication does a great job of illustrating how our police and fire personnel both work together and apply specialized training to do a job on which you can hardly place a value. I would like to add my thanks and appreciation to all the employees involved in this extraordinary effort. I have removed all the names to protect the confidentiality of the family and to ensure that everyone involved can share in the credit.

"Chief Valenzuela,

On behalf of the men and women of the Tempe Police Department, I would like to take this opportunity to both thank and formally commend the men and women of the Tempe Fire Department; specifically, those assigned to “A” Shift - E273, LT273, E274, BC 271, and M271. As you may have heard, at approximately 1937 hours, personnel from our respective departments responded to a drowning call. The victim - a 1 year old male - had been left unattended by his father for a brief period of time during which he fell into the backyard pool where he remained for what is believed to be several minutes. His father discovered his son, rescued him, and called “911.” Within two minutes of the call, two police officers arrived on scene and took over CPR from the father. Within four minutes of the call, E273 arrived and fire personnel began working tirelessly to save the baby’s life.

As the on-duty Watch Commander for the PD, I responded to the scene and was immediately impressed by the organization, teamwork (both with each other and with police personnel), communication, and sheer determination of all of the Tempe Fire Department personnel who responded to save this boy’s life. Observing the heroic actions of all of the fire personnel involved was nothing less than impressive. It was clear that each person clearly knew what their role(s) and responsibilities were and everyone acted in a manner which exuded knowledge, expertise, confidence, and a will to succeed. Moreover, the leadership of all of the fire command personnel was nothing less than stellar!

There is no doubt that drowning calls involving children are some of the hardest calls public safety professionals have to respond to and yet we go and do our best. At this time, I am pleased to report that the men and women under your command gave “their best” tonight and the baby went from being clinically dead to being a victim with a fighting chance; his heart is beating, his blood pressure is back, his eyes and pupils are tracking, and he is fighting his breathing tube. Though the baby’s cognitive function is unknown at this time - and he has a very long way to go - he has been given a second chance at life; a chance made possible by the actions and professionalism of each and every Tempe Fire employee who responded to this call.

In closing, please accept this service commendation and pass along my gratitude to those involved as their actions reflected highly not only upon themselves, but the entire Tempe Fire Department.

Respectfully,

Lt. Scott Smith

Patrol Operations"

Benefits Fair 2011

A quick reminder that the Benefits Fair is at the Tempe Center for the Arts on 5/10 from 9:00 – 2:00.

If you don't like it you can find another job

Last week I had a City employee tell me that he had been told by a supervisor "If you don't like it you can find another job." I can think of three reasons why one might hear a statement along those lines.

1. You are really not the right fit for the position that you are currently in but with guidance and coaching we can find just the right fit for you where you feel you are making your maximum contribution to the City.

2. The organization is headed in a direction that you are not really on board with and staying in your current job is just going to frustrate you and your coworkers.

3. I am the boss and I want things done my way without question and so I will use that statement (whether I mean it or not) to create a sense of fear and intimidation.

Unfortunately, this employee was sure that it was the third reason and based on the circumstances explained to me I would be inclined to agree. Fear and intimidation are lousy ways of getting the job done. Using such tactics may get the immediate task completed but will leave an employee who is demoralized and ends up just going through the motions. You end up being in it just for the paycheck. I recently read an interesting perspective on tactical vs strategic. In playing pool (billiards for you sophisticates) the tactic is to get the ball in the pocket. Strategy is to get the ball in the pocket and also to place the cue ball to set up your next shot. Treating a subordinate with disrespect may be a tactic to get a task done (although I would argue that there are plenty of better ways) but it will never accomplish the strategy of leaving that employee feeling as though they have been set up to be more effective for the next task. I hope that the situation described could not happen today but I probably know better. So just for the record, using fear and intimidation tactics is not acceptable.

As to the other two circumstances, either one can be the most respectful and rewarding of choices. When you are not a good fit for the job you are in, you don't feel good about youself and you know that others see the same thing. Working for an organization that is willing to help an employee find the right job to utilize their best talents and abilities is a rare and wonderful thing. I have seen employees who were truly struggling who made a job change and then excelled in their new position. You never forget those cases.

Not agreeing with organizational direction is a bit trickier. I have found myself in that circumstance once and had to make the choice to move on or I would have been miserable. But each of us has the responsibility to think through the situation facing us and make sure our concerns are really about not agreeing with the direction of the organization and not just a reluctance to change.

The disciplines of execution about which I have written recently are intended to create a systeem in which employees are encouraged to set stretch goals for the good of the City. The Department Director sets the direction and employees are given training and tools to set their own goals and hold each other accountable for success. No fear and intimidation tactics involved. The strategy is to make each of us a little more capable, a little more productIve and a lot more proud of the work we do and the good we accomulish doing it. Keep up the good work.

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

Charlie Meyer

National Public Works Week

2011-05-16T14:32:00.000-07:00

In the last Weekly I wrote about the expression "if you don't like it you can find another job.". Needless to say, I got feedback...on both sides. I heard from employees who said that exact thing has happened to them personally. I heard from managers and supervisors who were frustrated with employees who either were under performing or who were unwilling to get on board with a new direction. I heard that my statements were undermining to supervisors.

The following quote is part of the feedback, "Management isn't worried about how unhappy we are or how unfairly we feel we're being treated. We were told "there are no jobs out there now" so you won't go anywhere. The manager said we "choose our attitude when we come to work" and that "low morale is a direct result of bad attitudes". I'm sure you can imagine how well that went over!"

So who's right? I would say neither and both. (You knew I was going to say that). Management has the responsibility to set direction for the organization or the work unit and to ensure that the employees they supervise perform well. I personally have had to make a lot of decisions about setting direction for the organization, sometimes it was unpleasant and done out of sheer necessity and sometimes it was based on deep conviction on how to best achieve outstanding value for those we serve. I have had department heads who have come to me and asked if I wanted them to resign so I could move on with a new direction. My answer was that I wanted them to stay and help me take the organization in a new direction but that it was really their choice as to whether that direction was something they could work with. I know that people have made the choice to leave for that reason. Those type of brutally honest conversations are rare but they are rarely unproductive. The reason that those conversations are so rare is because of the whole power structure thing where an employee who exposes their vulnerability feels as though doing so will be held against them. I doubt that a truly genuine, honest conversation often ends in someone getting fired. My job number one is to help the people that report directly to me get their jobs done. Sometimes they need money or staff or advice but often they just need to know that I will support them in what they are doing. Seldom have I ever had to countermand a department head.

How about the employee, what do they need? Whether there are jobs out there or not is not the point. We don't want to lose productive employees regardless of the job market - that just makes no sense. We do choose our attitude when we come to work...and when we go home and to a ball game or a movie. If you expect the Cubs to win the world series and then get angry when they don't then you will be angry for a long time. Again that is not the point. Your job is to come to work and be productive for those we serve. That productivity is compromised when your relationship with your boss is broken. Absent trust, both of you will assume the worst about the other and both of you will be frustrated and angry. If a City Councilmember questions or criticizes something I am doing my first reaction is to become defensive. I have learned that defensiveness is seldom productive. My second reaction is to talk to them and try to find out what they are thinking. It is seldom what I initially assumed.

Here is my antidote to "if you don't like it you can find another job". Start a conversation. Supervisors start with "how can I help you get to where we need to go?". Supervisees start with a statement of what you need in order to get on board. I know it sounds too simplistic, but if anyone knows a better way please let me know.

Welcome to National Public Works Week 2011!

During the week of May 15 through May 21, 2011, the City of Tempe is celebrating the hard work and dedication of the many public works professionals who provide quality, reliable and sustainable infrastructure systems collectively known as public works.

This nationally recognized event is a way to honor and thank the many employees of Public Works, which is YOU, the ones doing the important work. During the next Council meeting, Thursday May 19, Mayor Hugh Hallman will be reading a Proclamation in recognition of National Public Works Week, we have invited your colleagues, the 12 – 2010 - Public Works Employees of the Month to celebrate with the Mayor & Council and have their photo taken at the meeting.

Thank you to all the Public Works employees past and present that do so much to make our City work.

Apply to be an Employee Relief Fund Board Member!

Remember the Employee Relief Fund? Well not too long ago it was on life support and at risk of going broke. We made a decision to run an ERF campaign as part of the United Way campaign. While it may have lessened our results for the United Way, it was an amazing success for the ERF. We now have more funds in the ERF than at any time in it's entire history and over three times as much as we did at the bottom about a year and a half ago. What a success story!

But with success comes responsibility. We need board members to help make the decisions about providing help. I would ask you to consider helping your fellow employees in need by serving on the board.

There are currently three pending vacancies on the ERF Board that must be filled. To apply, please send an e-mail before May 31, 2011 to the ERF Chair, at rick_rager@tempe.gov. Briefly explain why you would like to be on the Board and the contributions you believe you could make. If you have an interest or background in accounting or familiarity with Excel or the PeopleSoft Financial system please indicate, though such knowledge is not required. The City Manager will make the final decision and appointments will be for a two-year term.

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

Charlie Meyer

From What to Where by When?

2011-05-02T15:16:00.000-07:00

The Weekly

May 2, 2011

From What to Where by When?

Fuel, Fuel, Fuel!

The cost of fuel keeps rising, and everyone wonders when it will stop. The money it takes to fill our fuel tanks can be painful. However, have you ever thought about what it takes to fill the tanks of the Tempe’s entire fleet of vehicles? Fleet Services is responsible for the acquisition and distribution of over 2.8 million dollars of fuel annually. As such, we are diligent about our fuel strategies, and we monitor fuel prices and our consumption daily. Fleet continues to take a proactive approach in order to save the City of Tempe and its taxpayers as much as possible when acquiring fuel.

Fleet Services uses several strategies to help offset the high cost of fuel prices and continues to move forward on the latest innovations in fueling programs that are available to municipal fleets.

Some examples of the practices that the fleet is currently utilizing include:

Co-op contract fuel pricing allowing the city to purchase fuel at the lowest possible rate. This can be as much as $.50 a gallon less than pump prices in the valley.

The fleet is currently utilizing Bio-diesel (B-20) at the East Valley Bus Operation (EVBOM) which is a drop in fuel for vehicles that utilize diesel fuel and is a green alternative.

Tempe’s transit busses utilize Liquefied Natural Gas (LNG) fuel which is purchased at a rate under $2.00 a gallon

Many fleet vehicles have parameters set into the on board computers that limit idle time to less than 15 min to reduce usage of fuel

Fleet has an aggressive Preventative Maintenance program in place to ensure vehicles are running efficiently and tires are inflated correctly. These two items directly relate to increased miles per gallon.

A common misconception about diesel fuel is that Bio-diesel (B20) is less expensive than regular diesel fuel. Regular diesel fuel is referred to as Ultra Low Sulfur Diesel (ULSD) in the fuel industry. At this time, the Federal Government provides a $.20 per gallon tax credit which lowers our effective price of B20. The difference in the cost of regular ULSD versus the B20 can be as little as $.20 without the tax credit, so we sometimes break even, and still use a product that is better for our environment. While B20 is available at Tempe’s East Valley Bus Maintenance and Operation (EVBOM) fuel site, ULSD is currently more cost effective to fuel the cities’ fleet. However, as distribution continues to improve on B20 and cost to market by suppliers decrease, the cost of B20 will decrease. At that time, we can evaluate utilizing B20 exclusively.

Ethanol or E85 is another alternative fuel that is a possible replacement for gasoline. E85 is produced from corn and other renewable plant resources. Fleet has determined that E85 would be an excellent fit for the fleet and we have been purchasing E85 compatible “flex-fuel” vehicles for over four years. A flex fuel vehicle can run on E85, gasoline, or a combination of the two. Fleet has finished and submitted a grant request for the installation of an E85 fueling station at EVBOM. Since, the cost of E85 can be as much as $1.00 less per gallon than regular unleaded gasoline, Fleet is eager to get this program up and running. Additionally, Fleet is working on a grant to have electric vehicle charging stations installed. This grant can provide fast charge stations for Tempe as Fleet readies itself to integrate electric vehicle and hybrids into the cities’ automotive fleet in the future.

We are excited to integrate these alternate fuels and vehicles into our fleet and reduce our dependence on fossil fuel as well as help make the environment cleaner. Fleet Services believes that smart decisions and careful planning will ensure our energy independence for years to come at a cost effective rate.

From What to Where by When?

This past Monday we had a convocation of teams that are working to achieve improvement in their areas of expertise. The meeting was called an executive report out and each of the teams reported on it's progress to date. The teams set out to accomplish wildly important goals that can move the bar in terms of how they get their work done. They have received training on how to set goals and then how to create a cadence of accountability within the group for accomplishing the goal. The teams get coaching support as they go along to ensure they have all the tools they need to succeed. The best part is that each team selects it's own goal and then work together to accomplish the goal. At the risk of repeating, the goal is set by the team, not by the supervisor. The following is the names of the teams, their goals and the date by which they intend to accomplish the goal:

PW: FIELD OPERATIONS FLEET Team: Achieve status of “The 100 Best Fleets in North America” that leads other valley cities of by 4 1 12.

Fleet “Accountability” Team: Increase the number of direct labor hours to meet or exceed the national average of 70% by 6 30 11.

Fleet “Turnaround” Team: Increase scheduled PM completion times by the shop standard of 1.5 hours from 79% to 95% by 5 29 11.

Fleet “Doing It Right the First Time” Team: Reduce the percentage of “repeat" repairs of the total jobs per fiscal year from 5% (baseline) to below 2% by 6 30 11.

Engineering: Infrastructure Team: Adopt standardized engineering permit procedures from fragmented to 100% completion of “must-do’s” by 2 29 2012.

Engineering: CIP Design & Construction Team: Adopt a uniform standardized set of tools for Engineering CIP Management from 20% to 90% by 3 30 2012.

Engineering: Land Services Team: Bring the Quarter Section Survey Monument Record System from an incomplete, fragmented record to a sufficiently controlled database to allow re-establishment of the City's survey control system by 5 1 12.

Engineering: Contracts Team: Develop and Implement a Training Program to use Contract Administration Tools for CIP Project Management by 12 31 11.

Engineering: Records Team: Re-organize and improve the record room so that the outstanding work (files, Mylars, procedures, and maps) is completed by 10 31 11.

COURTS Team: Increase cross-trained CSS from 8% to 100% by 3 31 12.

POLICE Alarm Unit Team: Increase resident and business online alarm registration and fee payments from 0% to 20% by 6 30 11.

COMMUNITY SERVICES Team: Have 13 of the 17 Community Services workgroups establish a measureable baseline for customer focus (satisfaction, retention and or recruitment) by 1 1 13.

Diversion Team: Identify the key features of the diversion programs that make it indispensible to the Prosecutors Office and Courts by 6 30 11.

Northside Multi-Gen Team: Establish a baseline for measuring customer satisfaction through quantitative and qualitative data for all partners and patrons by 1 31 12.

CITY MANAGER Sustainability Outreach Team: Develop a comprehensive marketing and communication plan that packages and brands the City’s Sustainability Programs by 4 22 11.

COMMUNITY RELATIONS Mayor Council Staff Team: Establish adopt a protocol of processing City staff’s scheduling requests for time with Mayor Council from none to a consistent, proactive meeting process by 5 31 11.

Each team has a scoreboard and their own unique way of keeping score. The scoreboards are also being posted in the bulletin board in the City Managers Office. What the scoreboards tell me is that each team is winning and the biggest winner overall is the City of Tempe and those we serve.

PS. We also had one rogue team goal from TJ and Chris from the South Tempe Maintenance Shop which did not get recorded but it had more to do with being the biggest loser and when beer should and should not be consumed - good luck with that one guys.

Performance Management

Over the next several months we will be discussing a performance management system for the City. Notice I did not say performance review. A performance management system is just that - a system. Most of what appears above is the perfect illustration of a management system. Management provides you with the tools you need to come to agreement on what needs to be accomplished, how to plan the steps for getting it done and a system to measure whether we are getting there. You set the goals, you take responsibility, you measure your own success and your supervisor checks in to see how they can help (in the language of the disciplines of execution "clearing the path"). No "Gotchas". More later.

Come to the Fair!

We are pleased to invite you to the City of Tempe's 2011 Benefits Fair to be held Tuesday, May 10th 2011from 9:00am - 2:00pm at the Tempe Center for the Arts. You will have the opportunity to meet with and ask questions of the various vendors that provide our benefits including Allegiance, Cigna, United Concordia, Avesis, The Hartford, Medco, EAP Preferred, MetLife, and Employee Networks.

Check out the City Clerk’s new Intranet site at http://www1.tempe.gov/clerk

In an effort to provide resources to City staff, the City Clerk’s Office has developed an intranet site that provides links to various documents and information regarding City boards and commissions, City Council committees and meetings, elections, open meeting law and public records. There are also links to copies of current contracts, ordinances and resolutions.

Please take a moment to look at the new site. If you have a suggestion for the new site or for other documents that would be helpful to City staff, please send your comments and ideas to the City Clerk’s Office. We appreciate the feedback! Brigitta M. Kuiper, City Clerk

Tempe creates outstanding value for those we serve through shared vision, superior services and sustainable practices.

Charlie Meyer

Creative Partnerships -- April 2, 2011

2011-04-01T10:53:00.000-07:00

Over the past year, primarily due to budget shortfalls, a renewed interest in seeking partnerships, grants and creative ways to support city services, projects and programs has transpired. A few of these partnerships and grant efforts appear to have paid off in the last few months and I am happy to announce on this first day of April, 2011 the future benefits these partnerships will bring to our Tempe community.

Welcome Toucans:
In a cooperative partnership between the National Audubon Society, the Phoenix Zoo, Rio Salado Foundation, and the City of Tempe we will be home to the Aviary between the Bridges. The “between the bridges” area is located on the south bank of Tempe Town Lake under and between the two Mill Avenue bridges. This new aviary will encompass a portion of the space between the bridges, nearest the lake and be enclosed with mess netting reaching 25 feet in the air and a misting system. While it is still under design by the Audubon Society and the Zoo, the aviary will include a walking path through the enclosed aviary exhibit.

This aviary will feature seven toucans originally hailing from South America, which are part of a National Audubon Society bird exchange program. A flock of Cactus Wrens, our Arizona State bird, will be moving to South America. Apparently, the shade from the bridges, proximity to the Tempe Town Lake water and the breeze along the lake create favorable habitat conditions where the toucans can thrive in our arid climates. A grant from the Audubon Society provides the capital funds needed to design, engineer and construct the entire aviary exhibit structure and the Phoenix Zoo will annually maintain the habitat, and provide proper care and feeding of the seven toucans (yet to be named). Look for the aviary groundbreaking ceremony in late June.

Summer Breeze:
An environmental assessment study prepared by ASU’s Schools of Sustainability and Engineering discovered that a very gentle but constant thermal updraft occurs daily around city hall particularly in the summer when temperatures exceed 100 degrees.

According to ASU engineers, the deck around city hall creates a localized and concentrated heat island effect which allows heat to rise up around the City Hall inverted pyramid. Essentially City Hall is wrapped in a bit of a thermal blanket. (Please feel free to place your very own “hot air at City Hall” joke here………….Thank you) Anyway, this rising heat combined with a breeze coming off Tempe Butte creates a favorable environment to generate power from the combination of these winds. As a result, through a partnership with ASU, APS and the City, $1.15 million in additional American Recovery and Reinvestment Act (ARRA) funds were secured to install 12 gearless wind turbines on the roof of City Hall. Power generated from these turbines will offset our energy bills for the Harry E. Mitchell Government Center by an estimated 15%. RFPS for design, engineering and architecture of the turbines will be available in early May. The turbines will then move through the development review process. Construction is anticipated for fall.

Tennis Anyone?
Legislation that would allow large-scale rainwater harvesting projects to receive groundwater use credits is being considered at our State Legislature, Senate Bill 1522. This may be beneficial to Tempe, based on yet another partnership we are presently pursuing. In cooperation with and funding from Nike, American Sports Coatings Inc. and the United States Tennis Association, the City of Tempe will be resurfacing the tennis courts at Kiwanis Park.

In generally, the courts will be resurfaced with a pervious polyshield resin concrete that allows 3 to 8 gallons of water per minute to pass through each square foot of the material. The rainwater will then drain into a 100,000 gallon cistern (about a third of the size of Kiwanis pool) to be installed directly under the new court surface. This collected water will then be used to irrigate the soccer fields just south of the tennis courts. RFPS for design, engineering and architecture of the pervious tennis court surfaces will be available in August. Construction is anticipated for July and August, 2012 when tennis play is minimal.

Back to the Future:
On a bit of a whim, a proposal was sent to HGTV’s Dear Genevieve asking if Genevieve, her show and HGTV to renovate/ remodel our City Council Chamber. Surprisingly enough, HGTV and Dear Genevieve agreed! They are sending us the terms, conditions and agreements needed for HGTV to undertake a renovation project. Generally, HGTV offers to fund the entire remodel, yet in trade for that, they call all the shots.

Our proposal suggested renovating our existing Council Chamber to replicate the neo-Classical style interior of our 1912 City Hall Council Chambers and HGTV really liked this idea and the idea of doing a public building. We also requested that all materials for the remodel be purchased in Tempe and HGTV verbally agreed. HGTV hopes to move fast wanting to air this renovation as part of the Dear Genevieve fall line up. As a result, construction is anticipated during Council’s July and August summer break.

Let there be light:
As you may know a pedestrian bridge will soon be installed over the west dams of Tempe Town Lake, for more on the bridge please check out: http://www.tempe.gov/lake/pedestrian_bridge_update.htm. In an effort to provide greater boating safety and better protect the inflatable dams and in cooperation with Bridgestone, manufacturer of the dams, a light house will be constructed approximately 120 feet upstream of the west dam and the new bridge. This Bridgestone Lighthouse, fully funded and staffed by Bridgestone will better warn boaters of their proximity to the dams. This lighthouse is under design presently.

This lighthouse will also make for the perfect turnaround point for the swim portion of the Ironman and other triathlons and swimming and boating events. This lighthouse will incorporate sections of the rubber dam bladders removed from the lake in an effort to recycle and reuse materials. The permitting process with the Arizona Department of Water resources, Maricopa County Flood Control and SRP will begin in June. Construction is expected in November.

“The future’s so bright I gotta wear shades”
Through a grant from the National Endowment for the Arts and Cox cable, Tempe 11 will be the first in the nation to broadcast our local access in not only HDTV but HD-3D TV. Tune in to our very own Tempe Channel 11, slide on your 3D glasses and watch the images jump off your TV screen. Imagine watching a budget review session where Mayor, City Council, staff and members of the public appear to surround you. Or immerse yourself in a Development Review Commission meeting that spills right into your living room. The magic of HD-3D is now available for local public access television and Tempe is the first to have it in the country! Look for Channel 11 to begin broadcasting in HD-3D in August. Residents will receive three pair of 3D glasses in their July water bills.

I hope you enjoyed these mock headlines and mock partnerships on this April 1, 2011. When April 1 lands on a Friday, I could not resist sharing some creative ideas. And who knows? Maybe one day, one of these may become a reality.

Enjoy the weekend everybody,

Jeff Kulaga
Assistant City Manager
Pinch Hitting for Charlie Meyer

The Weekly……….A lot going on and a lot of service..... ….March 25, 2011

2011-03-25T16:07:00.001-07:00

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

Value for those we serve peaks this time of year. Let’s see, two weeks ago thousands of people enjoyed the Aloha Fest in Tempe Beach Park. A week ago thousands more enjoyed Arizona CityFest with Luis Palau in Tempe Beach Park. Today, as I write this, thousands more are flocking to Mill Avenue to enjoy the Tempe Festival of the Arts occurring today, tomorrow and Sunday. For Festival info: http://tempefestivalofthearts.com/

As many of you know the amount of preparation, planning, legwork to make each of these events a success is immense. The coordination between us, as the City of Tempe, and event organizers and promoters is critical to success. The cooperation among ourselves is equally critical to success. No question, like Aloha Fest and CityFest, the Festival for the Arts will be a success because we have prepared and planned well. Three weekends, three events, three partnerships, three successes yield a winning streak to be proud of.

Our collective efforts to create outstanding value for those we serve does not stop and start in downtown and Tempe Beach Park. A lot more goes on in Tempe on a March weekend:

At 10 AM tomorrow morning at Escalante Park, volunteers and residents will come together to help one Tempe neighborhood with some spring cleaning. Volunteers and residents will meet at the park to get organized for the day and find resources, including bins for trash, bulk items and landscaping debris. Neighbors will use city provided equipment to work on their own homes and yards. In addition, volunteers will be cleaning up and planting trees at Alegre Park, painting a fence at the new community garden in Escalante Park, painting a block wall along Price Road and more. Students from Arizona State University’s College of Liberal Arts and Sciences also will be on hand to help with the neighborhood cleanup as part of “Devils in Disguise,” an ASU community service program. Feel like lending a hand: show up tomorrow at 10 am or for more information; contact Neighborhood Services at 480-350-8234 or neighborhoods@tempe.gov.

Before you head over to Escalante Park to volunteer, stop by Kiwanis Park to do a little fishing, where the 18th Annual Anglers United “Just for Kids” Fishing Festival will be held. Head towards the lake where the fishing is much better than other areas of the park and I believe fishing is prohibited in the pool. This free event is sponsored by Anglers United, the city of Tempe and Arizona Game and Fish (AZG&F). For more information, check out:

http://www.tempe.gov/newsroom/Archive/201103/B02EB6F8-386B-4235-A9E0-384377FA25B9

After a little fishing and volunteering at Escalante, head over to the Tempe Town Lake Marina, where the 8th Annual Dragon Boat Festival will be held on Saturday and Sunday. For more information on this free event, check out: http://azdba.com/.

This weekend, Mill Avenue, Escalante, Alegre and Kiwanis parks, and Tempe Town Lake Marina are being used for community events. That’s pretty good use of public/city assets that we have invested in as a community.

Planning ahead? Another volunteer opportunity awaits: The City of Tempe Gay Straight Alliance (GSA) Adopt-A-Mile Cleanup on Saturday, April 2. Meet at the Tempe Beach parking lot at 8:30 am, where vests, bags and retrieving tools will be provided to make the job safer and easier. Previous cleanups have only taken an hour or so to complete. Afterwards, we meet up for coffee and breakfast for those who are interested. For more information contact: Kent Kortsen at kent_kortsen@tempe.gov.

The month of March: a lot going on, a lot to enjoy and a lot of quality work done by many of you to make every event a success. A lot of reasons to say Thank You to each of you for creating outstanding value for those we serve.

Last Call:

The last Budget Forum is:
Monday, March 28, 1-3 p.m. Council Chambers, City Hall, 31 E. 5th Street
All employees are invited to attend. Financial Services Director Ken Jones and Human Resources Director Renie Broderick will present information about the budget , hear your thoughts and answer your questions. The budget webpage (www.tempe.gov/budgetplan) has an online comment form where you can post your ideas.

Enjoy the weekend everybody,

Jeff Kulaga

Pinch hitting for Charlie Meyer

The Luck of the Irish

2011-03-18T14:11:00.000-07:00

St Patrick’s Day
Looks like Tempe had itself a great St Patrick’s Day. Lots of people came to our eating and drinking establishments, enjoyed themselves and went home safe and sound. Plenty of green beer was consumed but for the life of me I can’t understand the appeal of green beer. The point here is that Tempe continues to be a place where people can come to have a good time and not end up harming themselves or others. Thank you to the members of the Police Department that made the above possible.

Budget Forum Reminder
So long as the State Legislature is in session we will continue to have a fluid budget situation. Last week we learned that our census population numbers probably put us in a situation where we could anticipate more State Shared Revenue and this week the Senate adopted a budget bill that would likely take it all back. Amidst all of that we are trying to wrap up our 2011/12 budget and get information out about it. The next budget forum is from 7-9 a.m. on Wednesday, March 23rd in the Field Services Assembly Hall at 55 S. Priest. I would encourage you to participate.

Library Volunteer Recognition
The Friends of the Tempe Library sponsored a volunteer recognition luncheon on Thursday. In addition to the abundant emerald green color scheme the luncheon was themed around the treasure chest of value that the volunteers represent. The Library has been very hard hit by staffing and hours reductions and the volunteers make it possible to expand the services provided working with a very dedicated and upbeat staff that leverage that treasure.

The Friends is also now running a very successful Connections Café, a bookstore staffed entirely with volunteers and an on-line book selling venture in a partnership with Amazon.com. All of the proceeds from these efforts go back into supporting the Library.

Thank you to all the volunteers and to the Friends of the Library for all their support and also thanks to the staff that keeps it all together and gives such great service despite reductions.

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

Charlie Meyer

Congrats, Take Your Bows

2011-02-25T14:58:00.000-08:00

Hog Wash Express pleads responsible for code violations
Brian Epstein, owner of Hog Wash Express, accepted a plea agreement in Tempe Municipal Court on Wednesday related to 24 criminal counts and four civil counts of municipal code violations.
Sales Tax Revenue Update
Sales tax revenue so far this year is still running ahead of a year ago but is not exactly robust. Since last September monthly sales tax collections had been topping the monthly sales tax for the previous year and January was the first break in that four month streak. January 2011 was slightly lower than January 2010, not enough to get worried about, but we’d prefer it to be slightly higher.

Arizona Republic Heads UpThe Arizona Republic has requested a ton of data on employees of cities in the Valley. The request includes names, titles, leave accruals, pay rates, years of service etc. We are releasing all such data that is public information. We don’t know what an article might say or when it will come out.

Community Survey Findings
Each year the City conducts a survey of our residents to objectively assess resident satisfaction with the delivery of City services, measure trends, gather input from residents to help set budget priorities and compare Tempe’s performance to other cities in the U.S.
According to the survey residents have a positive perception of the City. The number one highest rated reason for the positive perception is the quality of services offered by the City. In fact, our citizens were 32% more satisfied than the national average! That would be because of you. Congrats, take your bows, you deserve all the credit.

Tempe was actually rated higher than the national average in almost every area that was rated. Cities across the board have seen some declines in the last year or so and Tempe was no exception to that. While we maintain our ratings against other cities we have seen some decline from our ratings in previous years in areas such as library and swimming programs where we have implemented service reductions. We also saw some concerns showing up about the maintenance of private property. Conversely we saw improvement in ratings for sidewalks, paths, alleys, transit, feeling of safety in the City and quality of police services.

Finally, we are using the data provided from the survey to guide us in our decisions regarding capital projects priority and budgeting. Please take a few minutes to browse the report and, if you like, share your observations.
Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practice

Charlie Meyer

Patriotism? Hogwash!

2011-02-22T08:10:00.000-08:00

Patriotism? Hogwash The City of Tempe took some hits in the media this week for taking enforcement action against the owner of the Hogwash carwash for violation of the City sign ordinance. The twist was that we were repressing his expression of patriotism because the banner signs were red, white and blue sporting stars and stripes.

Patriotism has been defined as a love of and devotion to ones country. Respect for the American flag as a symbol of that patriotism is something we are taught from the time we are children. Displaying the American flag with respect requires adherence to certain standards. Using the colors or stars and stripes for commercial reasons, to foster a particular political agenda or as a fashion statement are all legal in this wonderful country of ours but they are not expressions of love and devotion to our country.

Don’t confuse commercialism with patriotism!

Budget Forums
City of Tempe employees are invited to attend either of two employee forums in March to learn more about the city's budget plans for 2011-12 and beyond. City Manager Charlie Meyer, Financial Services Director Ken Jones and Human Resources Director Renie Broderick will present information about the budget and answer your questions. They also want to hear and discuss your feedback about how things are going this year with the changes that were made for the 2010-11 fiscal year.

Wednesday, March 2
9-11 a.m.
Vihel Center multipurpose room
3340 S. Rural Rd.

Wednesday, March 23
7-9 a.m.
Field Services Assembly Hall
55 S. Priest
Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

Charlie Meyer

The Weekly: Tempe Jazz

2011-02-01T11:14:00.000-08:00

As a music style, jazz is improvisational and experimental as opposed to tightly structured and controlled. Each musician is adding a unique contribution with a practiced ear toward making it blend with the other musicians to create a pleasant result. If each only played their own piece without regard for the other players the results would be discordant and unpleasant.
On January 27th the City Council conducted its usual series of meetings and by the end of the evening I was struck with the image that it felt a bit like enjoying and evening of listening to good jazz.
The main number of the evening was a public hearing on a medical marijuana dispensary zoning ordinance. A number of residents spoke to the issue and brought a variety of different perspectives, not just opposition and support. In doing so, they seemed to go out of their way to respect the other speakers even though they did not agree with them. The combination of thought, compassion, passion and respect was like listening to good jazz. It wasn’t practiced or orchestrated but each player was mindful of the others. In the end, the City Council adopted an ordinance for the zoning of dispensaries that was a balance between the different perspectives. Good blending.

We also implemented additional security measures in the City Council chambers. While we have had a police presence for some time at Council meetings this was the first time we used metal detectors and x-ray equipment to ensure that no one entering Council Chambers was carrying a weapon. It is unfortunate that we have to do so but after events in Tucson it is clear that reasonable measures must be taken to ensure the safety of the public as well as the public officials present. With a full crowd of residents we were understandably concerned that there could be delays and problems. Turns out, everyone cooperated completely, moved through almost without delay and no real problems occurred. Smoothly played.

Council also reviewed budget forecasts for City operations and a budget plan for a streetcar system. With the information in hand about the City budget and where we have strengths and weaknesses, Council was able to look at an operational budget for streetcar for 2017 in the context of the larger fiscal picture. The analysis has shown that the streetcar system would have a positive payback to our community and the challenge was to find a way to cash flow the operation. Council continued to advance the project and refine the budget ideas that would fund the operation. Bold notes.
Together We’re Better

The regional Unity Walk occurs this Saturday, February 5, 2011 at Tempe Town Lake beginning at 10:30 a.m. (assembly at 10 a.m.) The theme is “Walking for UNITY in our CommUnity to promote mutual respect and understanding” and is jointly hosted by Tempe, ASU, Scottsdale, Chandler, Gilbert, Mesa, Phoenix and Guadalupe. Tempe participants will assemble at the ASU lot 59 and will be sporting red tee shirts and all the color contingents will come together one mile later at Tempe Beach Park for the Unity Festival. Please join in this wonderful demonstration of unity in our larger regional community. Beautiful harmony.

Diversity in Tempe

That’s the heading of an email that I got one day last week. I thought this would be the perfect closing to the Weekly.

“Good morning Charlie

I wanted to take a moment to reflect on the joys of diversity and the things Tempe does to encourage that diversity. It is my pleasure to work at the Tempe Center for the Arts where I have been able to closely watch the progress on the dam and pedestrian bridge. Conveniently this also provides me an excellent opportunity to observe the wildlife that uses the lake and downstream areas.

There are, as I imagine you are aware, a wide variety of birds that use the Tempe Towne Lake. For the last couple years we have noticed a rather large pelican visiting the lake during the winter months. This year it brought a 'close' friend along so now we have a pair of pelicans hanging out in the middle of the desert, apparently using Tempe Towne Lake as a winter vacation spot. I don't know how word got out to the avian community that Tempe was such a diverse and welcoming place, but clearly they are getting the message.

I am so pleased the lake was back in operation in time for this unusual visitor and his(?) new friend I simply had to take a moment and share my happiness with you.”

Temp Jazz

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.
Charlie Meyer

Dr SPOC

2011-01-25T07:39:00.000-08:00

Dr SPOC Can anyone help me decipher the following cryptic message that was in my email recently?
“Since go live we are averaging 71.4% SPOC Resolution and last week hit 81.15% for that week.”
While I did know what the message was about, I always love to learn a new acronym - SPOC. It stands for Single Point of Contact but it really stands for a lot more. It also represents a new way of doing business.
Last week I had the pleasure of attending my second Executive Report Out for two new teams who are executing on their goals. The Internal Audit staff and the Customer Relations Center staff have completed their training, created goals and are in the midst of establishing their cadence of accountability with weekly meetings in which they measure accomplishment. The Internal Audit staff has already knocked off their first goal and is getting started on more. Nice work, gang.

The Customer Relations staff is doing the same good work and the goal that they set is to hit 85% SPOC Resolution which you can surmise from the quote above they have not yet met, but they had not expected to meet it quite yet.
The SPOC is getting at a very important gap in the City of Tempe’s customer service. We get great customer service ratings when we do community surveys but the gap that we have is that for many of our customers that great customer service doesn’t start until you happen to connect to the right person. Getting there can be a real source of frustration because it has often meant multiple transfers, multiple left messages and delays in callbacks. So the Customer Relations Staff has gone right to the heart of the matter and set the goal that they will handle 85% of their incoming calls with a single contact. Given the fact that the system has only been live for about 6 weeks, coming so close to hitting 85% is nothing short of remarkable. Congrats to the CRC staff.
The larger accomplishment is that we are now training teams throughout the City in continuous improvement methods through the disciplines of execution. The water utility staff lead the way last year and IA and CRC are part of the second wave and it continues to spread out from there. Every time a goal gets accomplished, the City has improved and those we serve have gotten a little better value out of their City government.
Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

Charlie Meyer

Starting Line

2011-01-19T08:12:00.000-08:00

“The hardest part of a race is getting to the starting line” is a popular quote among runners and other endurance athletes. In reflecting upon this weekend’s events, I believe it has dual relevance for this Martin Luther King Holiday weekend.
First, on Sunday, about 34,000 people will be participating in the PF Chang full marathon or half marathon, which finishes right here in beautiful Tempe. If one made the disciplined commitment to train properly, the hard work is over. The midweek early morning runs, at 0-dark-30, are over. The weekend long runs, in the cold, are over. Sure, it’s a dry cold but it’s been a bit chilly. The nagging aches and pains have healed with the anticipation of Sunday’s race building. For these participants, the past months of time and dedication are history, preparation is now complete and it’s time to get to the starting line. To those of you who will be running on Sunday, it time to reap the rewards of your labor; it is time to run well, enjoy the race, finish strong and finish with a smile.

With 34,000 runners reaping the rewards of their dedicated efforts, road closures and associated traffic detours and delays will result. Please plan accordingly and refer to the following websites for more information: http://arizona.competitor.com/event-info/course/

“The hardest part of a race is getting to the starting line.” Certainly, it’s obvious to relate a running quote to running. Indeed, a no-brainer. The spirit of this quote conveys commitment and dedication which in turn results positioning ones self for achievement. The spirit of this quote transcends to the spirit of Martin Luther King Jr. Day. During the past week, I came across another quote:

Dr. Martin Luther King Jr. once said, "Life's most persistent and urgent question is: 'What are you doing for others?'"

On Monday morning, the City of Tempe’s 13th Annual Diversity Awards Brunch will take place. This sold out event will honor community members and groups who have demonstrated a commitment to diversity in Tempe. Without a doubt, if any of the honorees were asked by Dr. Martin Luther King, “What are you doing for others?” I am confident he would be pleased with the answers.

Each honoree brought people together to serve their classmates, neighbors and community. In developing successful programs, championing human rights and raising awareness each honoree made a disciplined commitment to efforts far more reaching and powerful than running. It is likely early morning, late night and long weekend labors occurred to achieve a greater community good. These honorees not only got to the starting line but finished the race in top form.

And finally, our thoughts and prayers are with the victims and families of the tragic and heartbreaking event that occurred in Tucson.

Jeff Kulaga
Assistant City Manager

Employee Participation

2011-01-13T14:16:00.000-08:00

“What is this "Employee participation"? We are already understaffed, underpaid and over worked. When are we supposed to find the time to do someone else's job too?”

That was a statement received in response to the last Weekly in which we discussed how we could reduce our energy costs by $60,000 per year by working our custodians during the daytime hours and not at night when we have to burn lights and by having them spend their time on the more public areas by emptying our own refuse.

Yes, we are working more with less staff and at less pay. That is our unfortunate reality. But employee participation does not mean just voicing your opinion on matters that concern you but actually being part of the process. The changes that we are making in our facilities were suggestions that we received from our employees when we asked for suggestions on how we can reduce expenditures. The employees who made those suggestions no doubt knew that it would take their own participation to make it happen.

As a continuing commitment to real employee participation we are establishing a more structured and ongoing method to gain input from our employees and when we implement those cost savings suggestions they will sometimes result in another form of “employee participation” which may very well mean that we have to help do someone else’s job too.

Every organization has its share of naysayers and we also have a healthy supply of “yeah sayers” who are willing to jump in and support our efforts in achieving fiscal sustainability. In order to continually improve we also need a healthy supply of “why sayers” who are willing to question why we are doing things the way we are and ask if we can do it a better way. So please sign on to be a why sayer.

The following is an overview from Tom Duensing, City Auditor, regarding the new Employee Voice program which is now available to all employees. I endorse this program as a means for employee involvement, transparency and a commitment to maintain the City’s high level of integrity and effort of continuous improvement.

A key element of the previous budget balancing efforts was input from you, the employees, recommending ways to operate more efficiently and effectively. Keeping up with this theme, we would like to introduce the Employee Voice program. This program, which will be monitored by the Internal Audit Office, contains two components: a Suggestions component and a Reports component. The Suggestions component is a way employees can submit ideas such as ways to save money, increase revenues, enhance service delivery or improve employee morale. The Reports component is an Internal Audit “best practices” program for employees to report inappropriate activity they may be aware of to maintain the integrity of City operations. It is important that everyone has an opportunity to contribute. Details of the program can be found at http://www1.tempe.gov/employeevoice/. Questions can be directed to Tom Duensing at 350-8866.

Fire Works
The good news is that the employees of the Fire Department did a stellar job with this year’s United Way campaign and increased participation from 14 to 32 participants. If my mental math is right that is more than double. Thanks to all the participants and a special thanks to the FD campaign committee.

Fireworks are up by an even greater percentage but that doesn’t fall under the category of good news. Tempe has prohibited the use of certain fireworks but with the advent of new laws this year that allow the sale of fireworks that are prohibited from use, the number of fireworks violations calls increased from 7 calls a year ago to 110 over this recent holiday. That is way more than double. Concern for injuries and fires drove the policy to prohibit these fireworks and absent that policy it could be expected that the use in Tempe would have been even greater.

Charlie Meyer

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

All Dog Stories

2011-01-04T15:23:00.000-08:00

Bsed on the feedback that I got to my last Weekly with the story about Belker the Irish Wolfhound, I decided I should make a resolution to replace the Weekly with an all dog stories newsletter. Oh well, another resolution that won’t be kept.

So what does 2011 hold for us? I think it will be a year of rebuilding. Having been through the roughest of the waters we are now able to chart our own course for the future, not the one that the storm of the recession set for us for the last three years. That course will be charted with creativity and leadership from all levels in the organization.

One area that is a great example of rebuilding around getter better and saving money is our Energy Conservation Plan that we are rolling out with the new year. This plan was developed to help us save significant money and be environmentally friendly and will take a degree of cooperation from all of us to achieve those goals. I would urge you to read through this plan and let me know if you have questions.

City of Tempe Energy Conservation Plan
As utility costs continue to increase, the City must look for new ways to conserve resources and energy. In our efforts to save money, reduce energy use and conserve our resources, the City of Tempe is implementing an energy conservation plan that includes changes and improvements to buildings, procedures and employee contributions. The plan, which will be rolled out beginning Jan. 3, includes the following:

Building Changes
Using energy conservation block grants, the City will begin upgrading and improving city facilities to become more energy efficient. Changes include:

HVAC unit upgrades and controls
Lighting system upgrades
Vending Misers for vending machines
Motors
Computer power management

Procedural Changes

Custodial

Hours of operation: Custodial work hours will change from nighttime shifts to daytime to reduce utility costs. Additional benefits include better employee interaction. This change is expected to result in energy savings of at least $60,000 annually in lighting alone.
Duties: Because custodial work load has increased while staffing levels have decreased, custodians will vacuum common areas daily and other areas as needed. Custodians will empty common-area trash and recycling on a daily basis, with minor assistance from employees in emptying their individual containers as needed. As a result, custodians will be able to clean restrooms and other high-use and/or public areas more frequently.

Heating, Ventilation and Air Conditioning (HVAC)
Heating: Set points will be adjusted within a comfort zone of 65-71 degrees.
Air Conditioning: Set points will be adjusted within a comfort zone of 72-78 degrees.
Ventilation: Air circulation and quality will be improved in many locations due to new energy-efficient equipment.

Employee Participation
Recycling & trash: Employees will be responsible for taking their own recycling and trash to nearby common-area containers.

Vacuuming: Employees will be responsible for vacuuming their own work spaces using vacuum cleaners that will be available in convenient centralized locations. Employees who are unable to vacuum for any reason can submit a Public Works service request online.

Turn it off: Employees will be responsible for turning off computers, printers and other equipment at the end of each day and before weekends/holidays.

Personal appliances: Employees will be asked to eliminate individual/personal appliances including: space heaters, refrigerators, hot plates, microwave ovens and coffee makers that consume considerable amounts of energy.

Energy/Cost Savings
By improving city buildings and making them more energy efficient, implementing thermostat set points and changing custodial hours of operation and procedures, the City of Tempe can realize the following savings:

Annual Utility Cost Savings = $550,000 from installation of energy efficient equipment
Environmental Benefit = 9,360,896 lbs. CO2 emissions eliminated (equivalent to removing nearly 804 cars from the road)
Additional Savings = 15% or more

By creating a culture of environmental stewardship, the city can realize significant additional energy and cost savings. Changing our routines and actions is one of the easiest ways to reduce average utility costs, and can result in savings of 15 percent or more.

More Holiday Spirit
I would like to thank Mary Anna Bastin, Chair of our United Way Campaign Committee and all the members of the City of Tempe Employee United Way Campaign Committee who did a fantastic job of running a campaign under what were very difficult circumstances. Like each of you that contributed, the campaign committee is making a difference by their efforts.
The following note is from Mary Anna:
“Hi,
I just want to take a moment to tell you "thank you" for your support of the Valley of the Sun United Way. Together we raised more than $50,300. Your gift will help the working poor, help children succeed in school, feed and shelter the homeless and help in many, many other ways. What a great way to enter a new year!

For news and updates about what's happening in our communities and to learn more about how you can help make a difference in the lives of others, I would encourage you to sign up for the Valley of the Sun United Way newsletter at www.vsuw.org. You'll hear some of the great success stories that people like you have helped make possible throughout the year.

Happy holidays to you and your family.
Mary Anna Bastin and all the members of the City of Tempe Employee United Way Campaign Committee”

Have a great New Year’s holiday and I’ll see you next year.

Charlie Meyer

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

A Quarter Ton of Canned Love

2010-12-20T10:09:00.000-08:00

City Hall Holiday Open House
Thanks to all of you who visited the Third Floor of City Hall for our Holiday Open House this past Wednesday. For those that attended, thank you for making the party a success, we believe it was the best attended yet. For those that couldn’t make it, sorry we missed you but we would love to see you next year. A special thanks to the City Hall staff that planned, shopped, cooked, set up and cleaned up from this party.

A great big thanks to all of you who brought food for the Tempe Community Action Agency food pantry. We collected nearly a quarter ton of food that is distributed by TCAA at our Escalante Community Center. It is always a surprise when we discover that there are people in Tempe that don’t know that the food pantry exists or that TCAA delivers the services from Escalante. Special thanks to Wendy Springborn who must have contributed about half the food herself judging from the number of times her name was drawn for prizes (she gave most of those away too.)

I’ve been saving this one for the week of Christmas. Jeff Stocker from Water Utilities shared this story which is a little sad but is mostly a soft reminder of what is really important in life. The holiday season is a time when we take time to “love generously, live simply, care deeply and experience the wind in your face.” I wish you all the most peaceful and happy of holidays.

A Dog's Purpose, from a 6-year-old
Being a veterinarian, I had been called to examine a ten-year-old Irish Wolfhound named Belker. The dog's owners, Ron, his wife Lisa and their little boy Shane were all very attached to Belker and they were hoping for a miracle.

I examined Belker and found he was dying of cancer. I told the family we couldn't do anything for Belker and offered to perform the euthanasia procedure for the old dog in their home. As we made arrangements, Ron and Lisa told me they thought it would be good for six-year-old Shane to observe the procedure. They felt as though Shane might learn something from the experience. The next day, I felt the familiar catch in my throat as Belker's family surrounded him. Shane seemed so calm, petting the old dog for the last time, that I wondered if he understood what was going on. Within a few minutes, Belker slipped peacefully away.

The little boy seemed to accept Belker's transition without any difficulty or confusion. We sat together for a while after Belker's death, wondering aloud about the sad fact that animal lives are shorter than human lives. Shane, who had been listening quietly, piped up, 'I know why.' Startled, we all turned to him. What came out of his mouth next stunned me. I'd never heard a more comforting explanation. He said, 'People are born so that they can learn how to live a good life -- like loving everybody all the time and being nice, right?' The six-year-old continued, 'Well, dogs already know how to do that, so they don't have to stay as long.'

From a dog's perspective:
Live simply.
Love generously.
Care deeply.
Speak kindly.
Remember, if a dog was the teacher you would learn things like:
When loved ones come home, always run to greet them.
Never pass up the opportunity to go for a joyride.
Allow the experience of fresh air and the wind in your face to be pure ecstasy.
Take naps.
Stretch before rising.
Run, romp and play daily.
Thrive on attention and let people touch you.
Avoid biting when a simple growl will do.
On warm days, stop to lie on your back on the grass.
On hot days, drink lots of water and lie under a shady tree.
When you're happy, dance around and wag your entire body.
Delight in the simple joy of a long walk.
Be loyal.
Never pretend to be something you're not.
If what you want lies buried, dig until you find it.
When someone is having a bad day, be silent, sit close by and nuzzle them gently.

Peace and Love for the Holidays,

Charlie Meyer

Making our World a More Just Place

2010-12-13T08:57:00.000-08:00

TOA MOU I am pleased to report that the City and the TOA have come to an agreement that resolves the pending disputes and provides for a new Memorandum of Understanding 2010 through 2013. The agreement provides for furloughs in 2010-11 and 2011-12 with the possibility of steps tied to economic triggers. More importantly, the agreement shows that even in the worst of economic times that the City’s Meet and Confer ordinance can provide the process for our employees to work with the City to resolve difficult issues. The agreement is specific to the concerns of the members of the TOA and at the same time treats all City employees fairly and equitably.
Budget Workshop
The City Council conducted a budget workshop on December 9th to begin the policy discussions for our 2011-12 budget. This workshop differed from the workshops of the last two years because we were not facing a huge deficit in the City’s budget. Bearing in mind that we are not out of the woods entirely, there is clearly the sense that we are through the worst of it. Council agreed to a phased approach to weaning ourselves off the temporary sales tax by looking to cut the budgets for 2010-11 and 2011-12 by 1% each year and by 1.5% for each of the next three years. Since 1% represents about $1.5 million that is a far cry from the $33.5 million deficit we faced a year ago.
The Council next tackled the State of Arizona’s budget….well, not exactly. What we did do is agree that some degree of contingency planning is necessary to anticipate that the State could attempt to cut State shared revenue to cities and that we at least need to show what would happen in Tempe if that occurs. Council agreed that we should contingency plan around a possible 25% cut in State shared revenue or about an $8 to 9 million cut. That would be roughly equivalent to the amount of restorations that were made possible by the passage of the temporary sales tax. We do not plan to prepare the 2011-12 budget with those cuts but we can use the contingency plan to show to the Legislature and our community what would happen if the State does go after the State shared revenue.

The financial and economic forecast continues to be positive. I attended an economic forecast summit last week and the unanimous prediction of all 5 economists who spoke is that we are not going to see a double dip recession and that we will continue to pull out of our economic doldrums, albeit slowly but surely. Tempe’s own revenue performance continues to show the same trend…slowly but surely.

Len Copple
A special dedication ceremony for former Tempe City Councilmember Leonard Copple will be held Dec. 15 to commemorate the naming of the Copple Courtyard at the Tempe Transportation Center, located at 200 E. Fifth St., Tempe. The courtyard is being dedicated to Leonard W. Copple in honor of his faithful support of transportation issues during his many years of service as a Tempe City Councilmember and community volunteer. A dedication ceremony will occur from 3 to 4 p.m. followed by a reception.

A true visionary, Leonard had the foresight to help create a sustainable, urban transportation system that provides much-needed connectivity within Tempe and throughout the larger metropolitan area. His influence is evident in the design and function of the Transportation Center. Always generous with his time and his talents, his desire to serve the community he loved so very much has contributed to improving the quality of life for Tempe residents now and in the future.

Leonard Copple passed away in May 2010. He served on the Tempe City Council in 1994 and again from 1998 to 2006 and the city’s Planning and Zoning Commission from 1984 to 1989.
For bus and rail routes and schedules, call 602-253-5000 or visit www.valleymetro.org. For event information, call 480-350-8663 or email sue_taaffe@tempe.gov. Public parking is located at 117 E. Fifth St. across from the Transportation Center.
Cecilia Esquer – A Friend and Critic
I had the pleasure and challenge of knowing Cecilia Esquer who passed away this week after a valiant fight with West Nile virus induced encephalitis. Cecilia was a person who loved Tempe and worked hard to represent the rights of those who society tends to marginalize. She recently challenged me to ensure that we do all that we can to recruit minorities into leadership positions in the City. She specifically asked that we open all recruitments in the City to all eligible applicants. I told her that I would support her request and we have begun the process to take a look at open recruitment.
Cecilia never chose the easy path of letting others fight the good fight and I am certain that did not make her life easier. If we can all take a little of Cecilia’s strength and resolve, even when it is the harder thing to do, we can make our world a more just place.

Charlie Meyer

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

Safe Motoring

2010-11-09T12:51:00.000-08:00

Creating a Total Transit Network
Stephen R. Banta, the METRO CEO wrote the following article which I believe sets a vision for transit in the Valley and demonstrates how Tempe continues to be the leader in the Valley for creating outstanding value in transit.

“Sustainability and livability are common terms these days and used in everyday dialogue. This is encouraging for the benefit it will bring, not only to the public transit rider, but our region and future generations.

In my profession of public transportation, sustainability and livability have taken on a new focus. A well-executed public transportation system contributes to how people choose to live, work and play. The 20-mile METRO light rail line is a great example. People are choosing light rail as a means of transportation in greater numbers than projected. Additionally, each month this year has seen higher ridership than the same month last year. Businesses are popping up along the line and residents are making choices for where they live based on accessibility to transit.

Light rail and bus service are just the start of what our region needs to keep pace with growth. It is critical to keep building an effective transit system that provides residents with the options to leave their car behind on occasion or all week. I term this effective system as the “total transit network.” The total transit network is many modes working in concert to support regional growth and provide mobility choices.

I’ve seen and managed total transit networks in my past experiences with some of the largest public transit agencies in the U.S. It is the integration and coordination of local and express bus, light rail, bus rapid transit, streetcar, commuter rail and an overlay of a robust paratransit system that provides accessibility to all. It is an interconnected system that serves the region’s urban core and also provides options to those that live outside the core. It is what we need to support our growing population and enhance our economic viability. And even in this economy, we have to continue building in smaller segments with the total transit network in mind.

The Regional Transportation Plan contains the next steps in the total transit network with the building of 37 additional miles of high-capacity transit. The Central Mesa and Tempe South extensions are on the immediate horizon.

Central Mesa has completed planning to determine that it will be light rail on Main Street to Mesa Drive by 2016. The Federal Transit Administration has approved, with high marks, the project’s entrance into design; construction is scheduled to begin in 2013.

The Tempe South project is nearing a recommendation on the transit option to move forward into design, construction and ultimately operation in 2016. A modern streetcar in a Mill-Ash Avenue loop terminating at Southern Avenue is the highest-performing alternative in this study. If approved, this would be the region’s first introduction to streetcar.

Streetcar has a unique ability of strengthening a downtown core, providing greater neighborhood connectivity and stimulating higher-density, urban development. I’ve seen its success as a public transit option and economic development generator during my time with TriMet, the regional transit agency in Portland, OR. Streetcar working in conjunction with other modes is a next step in developing the total transit network.

The value of streetcar, or any new mode, is what it brings to the regional transit network and the livability of our communities. With each new corridor, we are taking a step towards building a total transit network that enhances regional mobility, supports and creates future growth and, most importantly, makes transit trips easier and more convenient for you, the customer.

For more information on METRO’s extension plan, please visit www.metrolightrail.org. The Regional Transportation Plan is also available online at www.azmag.gov.”

Outstanding Value in Motor Patrol

I was briefed this week by Police Sergeant John Ferrin and Officer Dan Kells on what they have been up to in training our motor (read motorcycle) officers in accident prevention. The services provided by motor are very important to the City and really critical in managing special events. Unfortunately, motor work can also be pretty hazardous as borne out by both the frequency and severity of collisions and injuries even to the point of fatal injuries. So Ferrin and Kells embarked upon a mission to train officers both in handling the motorcycle itself as well as how to more safely handle the police work. Examples include training officers to stop on wet pavement, creating distractions such as obstructions, loud noises or light flashes to practice handling distractions. They also train in exiting the cycle from the “high side” in order to put the bike between the officer and the driver that has been pulled over. These are little things, little things that can save injuries and lives. Not surprisingly, the rate of collisions and injuries has dropped significantly in the last two years that they have been leading this training. That means officers go hope safe and healthy at the end of their shift and the City saves on repairs and health care costs…everyone wins.

Thanks to Sgt Ferrin and Officer Kells to their contribution to creating outstanding value through superior service and sustainable practices.
United Way Campaign
The United Way campaign officially ends on November 12th so if you want to be included in the drawing you will need to get your pledge form done by then. We will be able to take pledges after that in case you are running late but you may not be included in the drawing. Thanks to all of you who have participated already.

A Well Oiled Machine

2010-11-01T08:58:00.000-07:00

Worked Together Like a Well Oiled Machine
The editorial which appeared in the Arizona Republic last week addressed how we handled the dam break. It’s always nice to get positive acknowledgement, especially in the editorial column of the newspaper, this editorial was both very positive and very accurate. The Tempe Team realized about 10 minutes after the dam broke on July 20 that it was going to take a lot of work to put Humpty Dumpty together again but even more importantly that it was going to take a finely tuned effort among all the parties involved. That is exactly what happened. We broke down the barriers between groups and brought everyone into the process: contractors; City staff; media; regulators; elected officials etc and we coordinated all parts. The City staff team set one overriding goal: get the lake open by November 1. They met weekly for a short meeting in which they set goals for the next week, distributed tasks for each team member and reported out on what was accomplished from the previous week’s tasks. They updated on how well on track they were toward meeting their goal and as we now all know, they finished early.

There are lots of individual heroes in this saga but the greatest hero of them all is provided to us in the language of the editorial, “The City, state regulators and PCL construction worked together like a well oiled machine.”

Community Relations Two
Tempe has had a Community Relations Department for years. But I attended a full day of activities on Friday, October 29th that led me to conclude that the old Community Relations Department is gone and the new Community Relations Office rocks. Frankly, the old department had somewhat disparate functions with good people doing good work but the coordination left a lot to be desired.

On Friday the lines between the various functions blurred a bit and then started to come together toward building the well oiled machine. We undertook an exercise to have various different functions figure out how they could help the new Customer Relations Center meet its goal of handling 85% of incoming calls at the CRC.

For those of you who don’t know, the CRC is a new operation consolidated from customer service staff from various departments. They will enter calls into a management system that will allow us as well as our residents to track requests for service. The system holds the promise of allowing us to improve upon our greatest customer service weakness which is getting the customer to the right place quickly. So getting those calls taken care of at the CRC will solve that problem.

The task for the rest of us: Neighborhood Services, Communications and Media Relations, Mayor and Council staffs and the City Manager’s Office was to help clear the path. Lots of good suggestions came up as to how each of us could help the CRC succeed at their goal. We may not be quite at the “well oiled machine” level yet but we have come a long, long way from the old days. Stay tuned.

United Way, It’s not too late
The United Way campaign is winding down as we reach November 1st but it’s not too late to get signed up to contribute. We are seeking to involve as many employees as possible in supporting those community functions that help not only the most needy but frankly all of us. We never know when life is going to throw us a curveball that puts us in a position of needing help. Please help now. The following is one of the three focus areas for the United Way in seeking to have a real impact on a significant issue facing our communities.

United Way: Ending Hunger & Homelessness
Valley of the Sun United Way (VSUW) focuses on short- and long-term goals in three areas to achieve success: Ensuring Children and Youth Succeed; Increasing Financial Stability; and Ending Hunger and Homelessness. This week, let’s take a look at how the United Way works to achieve the aim of Ending Hunger and Homelessness.

According to VSUW statistics, more than 260,000 Arizonans lack sufficient resources to acquire food for the next three days. An estimated 8,500 men, women and children are homeless in the state and 20 percent of those have been homeless for three or more consecutive years.

VSUW is working to end hunger in the Valley by supporting the efforts of food banks and enrolling people in food assistance programs. VSUW-supported agencies have provided 61 million pounds of food to local food banks and food agencies.

VSUW is also working to end homelessness by creating permanent housing for the chronically homeless, helping families in financial crisis, and assisting homeless people in getting emergency shelter services, job training, access to public benefits and mental health and substance abuse treatment.

In Tempe, VSUW has contributed to developing a permanent supportive housing pilot project. In coordination with the Arizona Department of Health Services and the City of Tempe, the program was launched in January. It was created to help chronically homeless people by providing 35 units of affordable housing in Tempe.

An estimated 50 percent of homeless resources are used by the chronically homeless – those who have been homeless for three years or more. By enabling the chronically homeless to access affordable housing and services, other resources are freed up for those facing homelessness in the short term.

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

Charlie Meyer

Ensuring Children & Youth Succeed

2010-10-22T16:46:00.000-07:00

Tempe Town Lake is Re-Opening
If someone had taken a bet that we could have Tempe Town Lake re-opened in less than 100 days of when the dam broke they could have cleaned up. So now with the lake full and the docks all checked out and functioning, the boats will be back on the lake on Tuesday morning at 6 A.M.
Since I took up rowing last fall and joined the Tempe Rowing Club I have been out on Town Lake weekday mornings at 5:30 and I can’t wait to get back again. Single sculling involves getting in a boat that is 27 feet long and under a foot wide with two gigantic oars that you use both to balance to keep from swimming in Town Lake and propel yourself backward at high speeds without crashing into bridge piers. At 5:30 A.M., it just doesn’t get any better than that.

You too can join in the fun by checking out www.tempe.gov/boating for more information.

Tempe Is…Cultivating Great Leaders
Seems like I may have started something with the Tempe is… that I can’t stop but it is integral to our culture and necessary for our future to cultivate great leaders.

How do you develop consistent leadership within the organization? It starts by pulling together a management team who can sit down and have eyeball to eyeball conversations about very tough issues and hold each other mutually accountable. We have been doing that as a management team

It's also about giving our employees the tools they need to expand their leadership abilities. To that end, we developed the Leadership Development Program (or LDP for those of you who can only read in acronyms) as a consistent means of developing leaders through all levels in the organization. Three core leadership programs help us do just that:

LDP II: 7 Habits for Managers starts November 2nd for four consecutive weeks (11/2, 9, 16, 23) from 8 to noon in the TLC Classroom. If you are a manager, supervisor or team leader and you have not taken this course, I urge you to get with your department director and discuss your participation. You can register for this program by calling or emailing Aaron Peterson, TLC x5311.

LDP I: Followership/Leadership is scheduled for December 1st from 8 - noon in the TLC Classroom -- course registration is through ELM.

LDP I: Inclusion: Connecting With Others is scheduled for November 10th (part 1) and November 17th (part 2) from 8 - noon in the TLC Classroom.

Call the Diversity Office to register.

Tempe is…
Here are a few more.

Tempe is the heart of our homes. Tempe strives to reach out by its compassion for our families, friends, workers and guess.
Tempe is welcoming to values, cultures and religion.
Tempe is open minded to changes and new experience.
Tempe is where you can hang your hat and kick off your boots.

United Way Campaign in Full Swing
To those of you who have already completed your United Way Campaign sign up form, thank you, thank you, thank you. The following information is further support for why you gave. For those who are not yet decided, please consider the following:

United Way: Ensuring Children & Youth Succeed

Valley of the Sun United Way (VSUW) focuses on short- and long-term goals in three areas to achieve success: Ensuring Children and Youth Succeed; Increasing Financial Stability; and Ending Hunger and Homelessness. This week, let’s take a look at how the United Way works to achieve the aim of Ensuring Children and Youth Succeed.

VSUW supports programs dealing with early learning all the way up to helping young adults in search of career paths. These programs give young people better access to education and provide them with the necessary materials to succeed. By working to improve childcare centers, supporting childcare providers in high-need areas, educating parents and creating awareness and support for early childhood development, VSUW attempts to increase the percentage of children entering school ready to learn.

Right here in our own backyard, VSUW contributes to a variety of programs focused on Tempe children and youth. Kyrene School District and Tempe Elementary School District parents are offered classes to bolster their parenting skills. Some of these classes include: “Parents 1,2,3,4” a series about child development; “Ready to Learn,” a series that encourages parents to read with their children; and “Kinder-Prep,” a parent-child workshop to help prepare their kids for kindergarten with at-home activities. Other workshops focus on nutrition, parent-child communication and stimulation for infants.

To support young adults in Tempe, VSUW works with the ASPIRE program. ASPIRE provides education, job skills training and job placement for youth ages 14-21 living in poverty. Right here in Tempe, Jobs for Arizona’s Graduates (JAG), an ASPIRE partner, reaches out to several Tempe high schools. JAG’s services include assisting youth with academic remediation, career counseling and job preparation. JAG is offered at Tempe, Marcos de Niza and Compadre high schools.

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

Charlie Meyer

Tempe is My Home

2010-10-18T12:06:00.000-07:00

Tour De Tempe
October 24 is the 15th annual Tour de Tempe bike ride. Meet at Kiwanis Park (6111 S. All-America Way) in the parking lot just north of Guadalupe Road. Admission is free. Enjoy a leisurely bike ride led by Mayor Hugh Hallman and the Tempe Bicycle Action Group. Registration starts at 7 a.m. with the ride starting at 9 a.m. The first 800 riders get a free t-shirt. Bring a pair of old athletic shoes to donate to the Nike Reuse-A-Shoe Program and receive a raffle ticket. www.tempe.gov/tim

Tempe is…
I had asked for additional input on completing “Tempe is…” and the following is the feedback that I received.

Tempe is college town with family benefits
Tempe is...a city in the desert. We need to be mindful of our environment and living with it instead of trying to work against it.
Tempe is the heart of the Valley
Tempe is on the right track, is innovative, and is always seeking continuous improvement.
Tempe is my home
Tempe is forward thinking
Tempe is cutting-edge

The cross section of those comments does a great job of giving the bigger picture of what Tempe is. I love the idea of serving a community that is both smart and caring. I love the idea of serving a community that can embrace both traditional and avant garde values. I love the idea of serving a community that is both a great place to live and a great place to be.

I really love working for an organization that is on the right track, is innovative, and is always seeking continuous improvement. We have been through a rough patch over the last two years but we are back, we are hungry for greatness and I am committed to providing the leadership necessary to accomplish that.

City of Tempe Mission Statement
Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

Charlie Meyer

Lederhosen Chaff at 104°

2010-10-04T15:16:00.000-07:00

Octoberfest 2010 Once again Tempe successfully hosted the Sister Cities sponsored Octoberfest. Our guests from Regensburg, Germany no doubt were chaffing in their lederhosen with the unusually warm temperatures. I thought the combination of sweating, listening to a band do Beach Boys covers, drinking Octoberfest brew and downing bratwurst was a great illustration of what “Tempe is” (more on that in future Weekly’s). Congratulations to all the Sister Cities volunteers and all the City employees who worked together to make it a successful event.

Tempe Town Lake Again
Speaking of successful, the 3 rubber bladder dams have been installed, inflated and tested, the fourth is on its way to Tempe and the temporary coffer dam has been put in place. The Arizona Department of Water Resources has given approval to begin to refill the lake! That we are as far ahead of schedule as we are is a testimony to the teamwork of our City staff in Public Works, Community Development, City Attorney, Risk Management, Community Relations and Community Services (hope I didn’t miss anyone.) Jeff Kulaga took this on from day one (when he successfully awakened me from a sound slumber) through working with the State government and coordinating the work efforts of all parties and handling the media interviews. I promise to stop calling him “Hollywood” after all the media exposure. We also had great coordination from ADWR, PCL, our construction firm, Stantec, our project managers and from Bridgestone in getting the project done so quickly. You should see water filling the lake in the next few days.

Tempe creates outstanding value for those we serve through shared visioning, superior services and sustainable practices.

Charlie Meyer

The Tempe Way

2010-09-27T13:04:00.000-07:00

Tempe is…and …the Tempe Way
Last week I wrote about Tempe is… and although I wasn’t seeking the answer to filling in the blank, I did get a fair amount of response. Here are some of the responses that I received:
Tempe is…

…99.95% not Mill Avenue / Town Lake”. There is so much more to Tempe – but it is the quiet everyday lives of the citizens that really make Tempe what it really is.

…Tempe, You know it when you see it.

...Marvelous!

... The place to Be

...Yours

...Great ideas come to Life

...My kind'a City

...Everything You want, all in one City!

... It's not just a City; it's a way of Life

It occurred to me in reading these responses that it may be an interesting exercise to ask you to fill in the blanks. What I do know is that no one of us can get it precisely right but collectively we can probably do a pretty good job. So, how about it? Would you consider emailing me a response on how you would fill in the blank of Tempe is…? I will compile the responses and feed them back in future Weekly’s.

Then it occurred to me that the other term that is used a lot is “the Tempe Way”. When I ask people what they understand what that term means I get even more widely varying answers. So what does the term “the Tempe Way” mean to you? If you are a newer employee of the City have you even heard the term “the Tempe Way”? Is that term something that should be fostered and promoted or should we move on? Again, I would love to hear your responses and try to feed them back through the Weekly.

Outsourcing?... Reorganization?
An article appeared in the Arizona Republic on Friday that was about what cities in the Valley are doing about upcoming budget issues. In the article it said that Tempe is looking at outsourcing services and additional reorganization to save costs. I am first concerned that the interview conducted with Ken Jones, Director of Finance and Technology, was taken so out of context. Ken was talking about a variety of options that any city, including ours, can look at in addressing budget problems.

Let me state emphatically that we do not have nor are we working on a plan to outsource services and conduct another reorganization of the City. I will state equally emphatically that while we are not staring at a budget deficit of the caliber of what we saw for each of the last two years, we still have plenty of hard work to do before we reach financial sustainability.

What is outsourcing and when should we do it? I would define outsourcing as having someone other than City employees perform services for the City. I cannot think of any of the operations of the City where we have not been doing outsourcing for a long time. Outsourcing is done when there are specialties that we don’t (and probably shouldn’t) have on staff; when we have great variability in the workload to absorb the peak loads and when there are significant capital investments that are necessary such that it wouldn’t make sense for us to take on. Then there is another category where outsourcing is done just to save money because the vendor can do it cheaper than we can. This last category is probably the most controversial. A contractor may just have a more efficient system than we do and can just do it better or a contractor could be paying minimal wages and few benefits to their employees raising all the social equity issues.

Outsourcing should not be pursued for its own sake; rather it should be used when it is the appropriate tool. Outsourcing should be pursued in order to get the best value for the people we serve. Often, the best value is a City employee who takes the approach of I will do whatever needs doing to get the best results for the City versus a contractor who can’t go beyond the contract specifications because they can’t get paid for them. Getting the right balance between those two requires careful consideration and managing.
Do we have more reorganization in the future? As stated above, there is no plan to reorganize the City again. There is still plenty of ripple effect that is now playing out as a result of the Citywide restructuring that went into effect on July 1 and that is occurring within the departments in the various work units and will continue for a bit longer. However, our new reality in the City of Tempe and in the world of work in general is that jobs are going to continue to change, reporting relationships will continue to change and service demands will continue to change.

How is the budget situation? A heck of a lot better than the last two years. We are closely watching every revenue source and while it is still very early in the year, we are running a bit behind but not too seriously behind. The State of Arizona’s budget deficit is the greatest threat to our State shared revenue. We did build into our projections a drop in revenue due to lower collections of sales and income tax by the State but we expect that attempts will be made to change the distribution formula. We will continue to strongly defend that revenue formula but the State will likely seek to launch a counter offensive. We also need to plan for the expiration of the temporary sales tax so that we do not have major disruption when it runs out.
Tempe creates outstanding value for those we serve through shared visioning, superior services and sustainable practices.

Charlie Meyer

Tempe Is......

2010-09-20T08:34:00.000-07:00

How do you finish that sentence? The City Council spent some time on trying to answer that question at their recent Summit. The Community Relations Office has been working on developing the right words to answer that question in an effort toward developing a “branding” to promote our community. Our Mayor, at the Summit, cited the inability of the courts to define pornography except for “I know it when I see it.”

For my purposes, I am inclined to go with the “I know it when I see it” perspective (no, not the pornography, the Tempe is…). An illustrative little vignette played out this last Friday that illustrates the point. Jeff Kulaga mentions to me that he was driving on Mill Avenue and saw some little booths set up in single parking spaces. He quipped that he wondered if they were feeding the parking meters. I had to go out and explore just to satisfy my own curiosity. I happened upon one parking space in which two young people were sitting on galvanized cans topped with artificial turf and they were surrounded with a perimeter of tiny potted agaves. I asked whether they were demonstrating the product of galvanized cans topped with artificial turf and they informed me, no, they were just sitting on them. Their purpose was far more lofty. They were participating in national Park(ing) day. My limited understanding of Park(ing) day is to recognize the importance of tiny (the size of a parking space) green spaces that are programmed with some form of life to give them interest to show that urban and green can create a rich mixture. I liken it to the reverse of the Joni Mitchell line “we paved paradise and put up a parking lot” to “we paved a parking lot and put up a piece of paradise.”

Back to Tempe is… Jeff Kulaga now has to find the back story on what happened in order to make those little pieces of paradise happen. There was a flurry of questions early in the day about whether they needed permits; are you allowed to park paradise in a metered parking space; if they are violating the parking regulations where do you put the parking ticket…all the questions we are supposed to ask as the government. In the end, the decision was made to just let it be because it is part of the answer to “Tempe is…”

As City staff we are called upon every day to finish that sentence about “Tempe is…” We cannot get by with just doing it by the book because Tempe is not a by the book kind of a place. In order for us to create outstanding value for those we serve we have to understand that those we serve include those who have a problem when a single blade of grass is out of order in someone else’s yard as well as those who want to create yard art that is really out there. Our ability to strike that balance is the challenge of interpreting shared visions that seem hopelessly irreconcilable into one shared vision. People come to downtown Tempe for the street scene and then complain about the street people. By striking the right balance we both reinforce and help define the “Tempe is…”

I suppose if it was easy it wouldn’t be nearly as much fun.

Tempe will create outstanding value for those we serve through shared visioning, superior service and sustainable practices.

Charlie Meyer

Healing Fields

2010-09-13T10:21:00.000-07:00

Once again Tempe has undertaken to honor those who lost their lives on September 11, 2001 with a solemn recognition called Healing Fields. An American flag was placed in Tempe Beach Park for each and every victim of September 11 and ceremonies were held with special recognition for those fire and police personnel who lost their lives in an effort to help others. The name Healing Fields seemed particularly appropriate as we listened to the reading of the names of each of those public safety officers.

Sales Tax Report
The sales tax report in sum (for those of you that prefer not to read the whole paragraph) remains cautiously optimistic. Showing sales tax results that now include the temporary sales tax increase becomes a bit more complicated. With the temporary sales tax we are ahead of last year, not counting the temporary sales tax, we are still slightly behind. Retail sales is doing well with 9% growth with the furniture/equipment/electronics component of retail leading the way with a whopping 18.8% increase. On the other hand, contracting sales tax is down a whopping 36.4%. We continue to see a trend that the smallest ticket items are coming back fastest and strongest while the big ticket items are slowest.

Centerpoint Towers
What does the sale of the Centerpoint Towers mean to the City? It means a lot of different things. First and foremost it holds out the first real hope in a long time that the buildings will be occupied before too long. With both the Tempe Gateway (Third and Mill) and the Centerpoint Towers starting to be occupied it will do a lot to change the image of vacant space in downtown. Finishing out both buildings will also generate some contracting sales tax.

The new owners of Centerpoint Towers are planning to shift to rentals from owner occupied condominiums and are targeting college students as a significant part of their tenants. Police and Fire officials will need to work closely with the new owners to ensure that the occupancy does not become a public safety problem. In the best case scenario, these new residents of downtown will bring greater prosperity to downtown business.

Shared Visioning
City Council met last week in a follow up to their August summit meeting to continue the work of setting vision and direction for the City. Council revisited and reinforced the core theme of what makes Tempe unique from other communities and how we can continue to both preserve and build on that which makes us stand out. From here, the various Council committees will become more specific in identifying goals and they made their intent very clear that they want strong critical analysis from staff in evaluating the value of the various goal options that exist, recognizing that we are not in a position to do everything we would like to therefore we must be very strategic in choosing those options which provide us with the greatest benefit.

Quote of the Week
It takes intense pressure, heat and time to change carbon into diamond.

We are living and working in such extremes. Our resolve is the factor that will determine how and when change will occur. Whether we become diamonds, or remain hot lumps of coal.

I believe Tempe has the potential to be the shining jewel of the Valley. It will take time, energy and resolve at all levels throughout the City to make that happen.
~ Anonymous City of Tempe Employee

Tempe will create outstanding value for those we serve through shared vision, superior service and sustainable practices.

Charlie Meyer

Value for Those We Serve

2010-08-27T14:11:00.000-07:00

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.
This recently developed statement is meant to guide our strategic decision making, our actions and create a true sense of purpose for all of us, as City of Tempe employees. On this pleasantly overcast day in late August, may I be so bold to offer some reflections about the statement:

“outstanding value” – no question, a solid goal;

“for those we serve” – clearly identifies our clients;

“shared vision” – since kindergarten sharing was always consider a good thing, at our level collaboration and teamwork typically yield better results, well said;

“superior services” – absolutely, strive to deliver the best;

“sustainable practices” – good idea, fiscal, environmental – ensure resources are available tomorrow, next week, and next year to serve our community.

Certainly it's hard to argue with any portion of the purpose statement. All of us will interpret it just a little differently and apply just a little different meaning. And that’s fantastic. Share your thoughts with a co-worker about “superior services”; kick around ideas about “outstanding value”; determine how it applies to your work area – inspire each other. Just something to consider on a pleasant overcast Friday in August.

Value for those we serve – example:
What caused me to reflect on our purpose statement is an email our Mayor and City Council received on Tuesday:

To whom it may concern,

I wanted to express my gratitude and appreciation for this Library and how it serves the community. For the first time this summer, I was on unemployment. Not having internet at home, I was able to use the Library's facilities to search for a job. It was a lengthy process to say the least, but I succeeded in being accepted into an AmeriCorps program for the Red Cross. This has been a huge blessing to me and would have not been possible without Tempe Library.

I would also like to applaud the Library staff. They have all been very patient and attentive and their service has not gone unnoticed. The staff here has been extremely helpful if I had a quick question about how saving my documents or extending my time if I had to finish up an application. I have not once encountered any rudeness, animosity, or complaints. Being here as often as I have over the summer, and noticing that there are daily occurrences of not so patient residents using the computers, that say a great deal. During these hard economic times, while your employee’s hours may have been cut, I have noticed that they are still here, conducting their responsibilities with professionalism and courtesy (including, specifically, the kind security officer that regularly patrols the premises!)

So, I extend a whole hearted "thank you" to those responsible for running the library, budget, management, and other roles, providing these necessary services to the community, and enabling those like myself to restore my place in the workforce. It is because of facilities like this that make me proud to represent Tempe.

Well Done Library Staff! To continue reflecting – let’s compare this email to our purpose statement:

“Outstanding value”: Nailed it! A “whole hearted thank you” for helping the email author to “restore my place in the workplace”.

“For those we serve”: Right on the mark! A recently unemployed person without internet access at home – yes, we proudly serve.

“Shared vision”: Bingo! “Thanks to those responsible for running the library, budget, management, and other roles, providing these necessary services to the community”. – it’s recognized our shared vision and responsibilities are effective.

“Superior services”: “During these hard economic times, while your employee’s hours may have been cut, I have noticed that they are still here, conducting their responsibilities with professionalism and courtesy”. Doesn’t get much better than that.

“Sustainable practices”: Okay, I admit, I cannot find a direct hit in the email, but I will venture to say sustainable practices and efforts will continue in the library.

This is a random example of a thank you for the outstanding value, in this case provided by our library staff. Each department, each office, each division, each work unit provide similar service on a daily basis. It’s our purpose, it’s our charge and equally important – Thanks to each of you for striving for outstanding value – especially during tough economic times.

Mark your calendar for:
“Who’s Your Neighbor?” A Brown Bag Lecture Series on Cultural Awareness: “Exploring Buddhism” on Wednesday, September 1st – noon to 1:00 p.m. at Tempe Council Chambers, here in City Hall.

Our Diversity Office offers this lecture series to gain a greater understanding of each other’s culture, traditions and lifestyles. In this lecture, Carey Avery, an ordained Buddhist priest, and Bhante Jagaradhamma, an ordained Buddhist monk, will be discussing Buddhist and are looking forward to answering your questions. Notably, this program is free. For more information contact Ginny Belousek, our Sr. Diversity Specialist, at 350-8979.

Employee Blood Drive, Wednesday, September 8th: 8 am till Noon at our Transportation Center and 11 am till 3:30 at our Library. To schedule an appointment go to: www.BloodHero.com sponsor code Tempe. For information contact Nikki Ripley, our Communications and Media Director.

Enjoy your weekend,

Jeff Kulaga
Assistant City Manager
Pinch Hitting for Charlie Meyer

Dancing in the Rain

2010-08-20T15:08:00.000-07:00

Tempe Town Lake Update The work of removing the old rubber dams is nearing completion and preparation is underway for the installation of the replacement dams. Last week I took Le Tour de Lake Bottom with Denise Brewer, Streets Superintendent, to get a direct look at what 10 years has done to the lake bottom. It was encouraging to see that the whole lake bottom is in really good condition but for a few spots that had either gotten high or low, some rocks that found their way in and some scouring that occurs around the bridge piers during heavy flows. Equipment Operator Reuben Figueroa was doing an excellent job of moving the rocks and excess materials around with a rented D9 bulldozer that he was using for the first time. By moving this material with the lake empty we avoid the cost of doing so by dredging the lake while full which would cost many months of disruption and at least hundreds of thousands and maybe millions to accomplish the same thing. Kudos to our Streets Crew for taking on this unusual assignment with their typical can do attitude.

Denise, who hails from Florida, was able to maneuver our ATV “Mule” to get unstuck from some pretty deep muck in a fashion that would do a Colorado snow plow operator proud.

Inch by Inch we’ll beat the Grinch
The July sales tax report includes the statement, “While still negative, July’s collections mark continued improvement in General Fund privilege tax collections as we begin the new fiscal year.” Translated, inch by inch we are still improving.

While retail sales have been showing actual growth (5.7%), total sales tax is still down 2.8% from last year. So the next milestone we want to mark is the month that overall sales tax shows growth. When the going gets tough, the tough go shopping!

A Time to Play, I swear its not too late
As we pull ourselves out of the not so playful time we have just all been through we are pleased to be notified by Playful City USA that we have been named for a second year in a row as a Playful City USA. Recreational activity is one of the important components of the City’s purpose in creating outstanding value for those we serve and we know that Tempe knows how to party. Congratulations to the Recreation staff and all who support them.

“Congratulations! KaBOOM! is pleased to announce that Tempe has been selected as a 2010 Playful City USA community! Tempe is one of 118 communities across 35 states to be recognized for your expressed commitment and willingness to take action for play.

We are very excited to celebrate your inclusion in such a large cohort of cities committed to play in 2010, the 4th year of the program. You are joining a network that is facing the challenging national landscape of city budget shortfalls and the very real threat of the childhood obesity epidemic, while also joining with cross-sector leaders from philanthropy, nonprofits, and the White House that are all currently focused on getting kids active through play.”

Tempe will create outstanding value for those we serve through shared vision, superior service and sustainable practices.

Charlie Meyer

"Life isn't about waiting for the storm to pass. It's about learning to dance in the rain."

Rebuilding

2010-08-16T12:31:00.000-07:00

Deputies for Finance and Information Technology
This week, Ken Jones, new Director of Finance and Technology, selected Jerry Hart to be Deputy Director for Finance and Dave Heck to be Deputy Director for Technology. I would ask you to join me in congratulating Jerry and Dave and to assist them in their new roles. We have numerous challenges ahead of us in both areas and I know Jerry and Dave are ready to dig in. The following note from Dave to the IT staff exemplifies the approach that we will be taking throughout the whole City.

“I am also looking forward to working with all of you as we continue to make improvements in our service delivery and strive for an even higher standard of excellence. There are many opportunities ahead of us. Your open mind and willingness to share your thoughts during the recruitment process was an indication to me that you are engaged and feel a sense of pride in the organization. That is all any leader can ask from employees.”

Recruitments
We are currently in the midst of recruitments for City Internal Auditor, Public Works Deputy Directors for Operations and Water Utilities and Community Development Deputy Director for Planning. Other Deputy positions will follow and there are some manager level positions that we can now start to fill. In other words, we are well underway getting the total City management team in place.

At our City staff meeting this week we had some cake to celebrate that there was no one at the table with “interim” added to their position title.

On Boarding
The Department Directors met this last week for our first time as a group for what we called an “On Boarding” (and yes, I am aware that some of you were calling it Water Boarding). This first meeting was partly about learning more about each other and our respective styles and also about how we are going to be able to ensure consistent standards and expectations throughout the City organization.

We spent some time discussing the value proposition in the City purpose statement:

Tempe creates outstanding value for those we serve through shared visioning, superior service and sustainable practices. This was our first opportunity to discuss as a group how we are going to use that purpose statement to text everything else we do. It did generate conversation whether those we serve are best served if departments are competing for scarce resources. We could all acknowledge that working across traditional lines can create much greater value. We committed that we have to build an organization that is capable of delivering on the Council’s priorities.

City Council Summit
The City Council met on Friday and Saturday for their annual summit. I would characterize the summit as positive, open, challenging and productive. Now despite the name of the meeting, it does not involve going to the top of the mountain seeking truth, knowledge and wisdom and returning with all the answers. The summit would more accurately represent the top of the goal setting pyramid from which other goals throughout the City organization flow. While more refinement needs to occur and a follow up has been scheduled, I think I can fairly characterize a few highlights.

The sine qua non of the session ("without which (there is) nothing.") is to get our financial house in order. Now there isn’t some new calamity that has struck us. But we do recognize that we have to first, deliver on the financial plan that we have already developed, second, prepare a plan for the expiration of the temporary sales tax, third, develop a plan to fund a capital program and finally ensure that we have adequate ability to pay our debt and maintain an adequate cash fund balance. Staff will begin to prepare recommendations for Council.

The discussions on Council priorities could be cast into two major categories - taking care of the basics and building our future.

Taking care of basics includes getting our financial house in order and a real concern on the part of Council to be kept informed on how the results of our budget cutbacks are really impacting the community and services. We recognized that as we live with the reduced budgets we will start to see where we need to make adjustments as in greasing a squeaky wheel. The basics also means that we recognize that members of our community have been hard hit by the recession as well and that we have to closely gauge impacts on housing stock and property maintenance, crime levels and homelessness to name a few. Staff will be developing means to measure how we are doing in the important areas of taking care of basics.

Building the future was a healthy discussion that Tempe always has and will continue to define and determine our own future, not simply respond to what happens to us. Knowing that we can’t undertake new projects and initiatives by simply writing checks we will be challenging ourselves to find creative ways to build that future. While this is clearly an area that the Council wants to spend more time refining they made it clear that guiding our economic development to encourage both residents and businesses to continually invest in Tempe is a priority.

My commitment to the Council is that we will continue to build the capacity of the internal organization to be able to align to and deliver on the Council’s priorities.

What a week!
Charlie Meyer

"Management is doing things right; leadership is doing the right things."

Peter F. Drucker

Making It Real

2010-08-05T13:46:00.000-07:00

Sales Tax
The lifeblood of our revenue stream. Seems like a bit since we had an update on this. June’s collections of sales tax represents the sixth consecutive month of improvement in cumulative General fund sales tax collections. As we desperately thrashed our legs trying to find the bottom in these murky economic waters, I, with no formal training in economics, am ready to say that we have hit bottom and are pushing off back toward getting our head above water. I attended a briefing by the Elliot Pollack economic forecasters (with formal training in economics) last week in which they stated that sales tax is indeed rebounding and should not experience the dreaded “double dip”. So we should be on our way to a slow but steady recovery.

Retail sales account for 55% of our total sales tax and when we compare June 2010 to June 2009 we are actually 2.9% higher than the same month last year. While total sales taxes for 2009/10 were 2.4% less than last year, even that is a better place than we thought we would be. So let us rejoice in what good news we have and commit ourselves to handling the resources that are entrusted to us as good stewards.

New Public Works DirectorDon Bessler started this last Monday as our new Public Works Director and to my great delight returned to work on Tuesday for Tempe Essentials. Don has been very busy learning the ins and outs of the Public Works Department and we all wish him well and great success in leading this very large and diverse department. Welcome Don!

Baseline Bridge
Some of you may have gotten caught in the congestion around the construction project on Baseline Road near Kyrene. As you are sitting in traffic you might wonder what the heck is going on with the project. In short, the bridge was in need of replacement both from a structural standpoint and, a greater challenge, from the standpoint of raising the bridge to allow sufficient space underneath for the canal. Raising a bridge in the very tight confines of a busy intersection is a challenge because you have to change the grade of everything around it, and there is a lot around it that has been there for a very long time. So between the engineering work and the logistics of getting it all done and handling traffic we have our work cut out for us. Here is an explanation of the project milestones for you to contemplate if stuck in traffic there:

Stage I is complete. Started June 25th and was complete July 12th. The work included: Temporary pavement on the north side of Baseline, switched traffic to north side and started to remove and replace south half of Western Canal Bridge.

Stage II, currently underway: Started Mid July and will continue thru end of September. The work includes: Grading and paving the south side of Baseline and South Kyrene. Also includes removal and replacement of the south half of the bridge structure. When the new half of the bridge is complete and south side Baseline is paved, traffic will be switched to the south side Baseline then Stage III will begin. Traffic is restricted to one lane each direction on Baseline.

Stage III: Will begin end of September and run thru mid December. The work includes: Grading and paving north side of Baseline and north Kyrene. Also includes removal and replacement of the north half of the canal bridge. Traffic is restricted to one lane each direction on Baseline.

Stage IV: Mid December to Early January. The work includes: Project clean-up, signing and striping the roadway in the ultimate configuration. Traffic will be restored to 3 lanes each direction.

Dry-Up Period: November 15th thru December 15th: The work includes removal of the old bridge substructure, (pier and abutments). Removal and replacement of the canal lining under the new bridge structure.

Complete project by January 5th, 2011

Tempe Town Lake Former Dam
We now have a webpage up that should answer any questions about what is going on at the lake so let me just give you the link so you can update any time you want:
http://www.tempe.gov/lake/DamReplacementUpdates.htm

Making It Real
Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

I have been talking and writing about our new purpose statement and I expect for many employees it is a little hard to relate to how those words effect them directly. That is absolutely my challenge and that is the business that we are now about. Next week, the Department Directors will begin the process of executing on that purpose statement as we meet for the first time with all of us on board of making that real. Setting goals, measuring accomplishments, continuous improvement, holding each other accountable and making expectations clear are all the changes that you should be looking forward to.
Also next week, the City Council will undertake its annual summit at which they will identify the priorities that they want to get accomplished for the City. Staff will then align itself to the Council’s goals and figure out how to deliver. One of the ironic benefits of tight finances is that we can all recognize that we don’t have enough money to do everything and it becomes a little easier to set priorities.

I will keep you posted on all of the above.

Charlie Meyer

Perspective

2010-08-02T13:08:00.000-07:00

Sure we all have problems. Last week the dam blew out and emptied Tempe Town Lake, we have just gone through the worst recession in most of our lifetimes and coming out of it is coming slow. But then sometimes life hands us more than we think we can handle and it puts everything else into perspective. The following note comes to me from Sergeant Mike Lane of the Tempe PD which shares a great perspective on life. Thanks Mike.

“I thought I'd pass this on to you knowing how cognizant you are about these sort of "real life" motivations/lessons. I think you already know the plight my son Trey goes through each and every day struggling with his crippling disorder. I read this over and over again on the tougher days!

He's just always positive and this has taught my wife so much……I try to elude this degree of "positive thinking" at home and when servicing the community I'm sworn to protect here at work…..it does no good for Cami and I to focus only on the "tough hand in life" our son has been dealt.”

I love being around people who love life. It is contagious! They walk with a bounce, speak with enthusiasm, and smile a lot. Such people can scarcely contain their enthusiasm regarding whatever they do. It is not that they don't have problems. It is just that they embrace both the joys and the challenges. They know that it's not really about them anyway.

One of their most noticeable attributes is how sincerely they enjoy other people. They know how to listen, but they speak boldly. They love relationships. They love their friends. Others benefit just by being around them.

What's their secret? While many elements play a role, I think three are key: optimism about life, balance in life, and perspective. These people show optimism in how they think of themselves and especially how they see others. They have hope! They find the best in themselves and in others. They show balance by loving what they do but not being obsessed by it. They are able to place things in proper priority. And they have the right perspective - an eternal one. They enjoy life to the fullest, but they have a humility that comes from understanding that it is all a gift and we are called to focus on others, not ourselves.

Give it a try this week. Relax as much as you can, focus on others, see their gifts not their faults, keep your eyes on something greater than your circumstances and have hope. Enjoy life!

Dam Update
Of all the questions that have been asked in the last week about the Tempe Town Lake dams the most important has been whether the City has the approval to proceed with construction. The Arizona Department of Water Resources (ADWR) is responsible for regulatory oversight of the dams and had granted a permit to the City to replace the rubber dams before the break. They had never rescinded that permit since the dam broke but did require that we submit the plan changes based on the new reality.

Tempe staff met this past week with our contractor, PCL, Bridgestone and ADWR to discuss both the construction process going forward as well as to make preliminary examination of the old rubber dams. The letter that follows was prepared by our City Engineer, Andy Goh and sent to ADWR and reflects the outcome of those discussions. Since Andy did such a good job of summarizing the rest of the process it makes sense to simply use his words.

“Regarding the construction schedule, originally replacement of the four bladders was scheduled to take approximately one year by moving from one bladder to the next, utilizing a cofferdam for each installation. Each individual bladder installation would take about three months to install.

Without having to manage lake waters, there is no need for a cofferdam to be installed for replacement of three of four of the bladders, and this allows for a significant time savings. As such, the installation schedule will be compressed from an estimated one year to three months. We anticipate completing the replacement of all four bladders by mid-November and having the lake refilled and operating by November 1, 2010.

replaced in this order: bladder 3, bladder 1, bladder 2, and then bladder 4. Again, Regarding the construction phasing, original replacement called for bladders to be without lake waters to manage, bladders 1 and 3 will be replaced concurrently, followed by bladder 2, then bladder 4. As we discussed, bladders 1, 2, and 3 will be replaced without the use of a cofferdam. Generally, we anticipate replacing bladders 1 and 3 in August and bladder 2 in September. We will begin replacing bladder 4 in October and completing it in mid-November. As such, to meet our schedule, we will install the cofferdam to replace bladder 4. Our intention is to begin refilling lake waters once bladders 1, 2 and 3 are installed and the cofferdam is in place. Not only does this approach allow us to meet our schedule, it also ensures that none of the existing bladders will be used. Once bladder 4 is replaced, the coffer dam will be removed.

While the replacement of the four new bladders is underway, we will also be analyzing the ruptured bladder, bladder 2. Rubber experts have already begun examining sections of the ruptured dam to determine the cause of the rupture, if possible. This examination will continue through September, once bladder 2 is removed from the lake. The City of Tempe acknowledges that replacement of the bladders will occur prior to the conclusion of the examination. We understand that we are proceeding without full knowledge of what caused the rupture.

Nonetheless, we are confident that the new replacement bladders will be effective. It is important to note that new features will help protect the bladders from the elements. First, a new pedestrian bridge will be constructed over these bladders to provide shade, while the original bladders were fully exposed to the sun. Second, a watering / sprinkling system will be mounted under the bridge to keep the new bladders cool. These two changes will certainly reduce the weather-related deterioration of the bladders. Additionally, the new bladders will be operating at pressure 20% less than the existing bladders, where the rubber will be subjected to less stress. Lastly, it is equally important to note that the original bladders functioned for approximately eleven years and that the new bladders will be in place for only five years, at which time a new dam using a different technology will be installed.”

ADWR has approved the amended plan and we are moving forth with the project.

Charlie Meyer

The Dam Broke

2010-07-23T17:08:00.000-07:00

In case anyone has been in hiding for the last few days you should know that one of the rubber dams burst emptying Tempe Town Lake. Providing an update presents a challenge in that there is so much local and national media coverage that it is difficult to know that there is anything to add. But I’ll try.

What caused the failure?
The original design plan called for lake water to spill over the top of the dams and then be circulated back into the lake to keep the dams moist. When the watering system was put in place it was found that one of the rubber dams was slightly lower in the middle than the others which caused the water to go to the low point rather than spread evenly over all four dams. As a result, a watering system was never put in place that worked effectively.

There has been speculation that the dam deteriorated from sun exposure. While anyone can have an opinion, right now we have no conclusive proof of what caused the dam rupture and an evaluation will be started right away.

How will the new dams be different?
The new dams will be installed with a separate watering system and there will also be a pedestrian bridge installed that will provide some shade.

Why did Bridgestone agree to replace the dams at their cost?
The City and Bridgestone entered into negotiations over warranty issues a couple years ago when Bridgestone advised the City that the rubber was deteriorating faster than expected. Bridgestone chose to pay to replace the dams with a five year limit which settled the warranty dispute.

What costs will the City incur as a result of the dam failure?
While dollar amounts are currently unknown there will be some additional cost associated with refilling the lake, hopefully minimal. We will also try to do maintenance work on the lake and built structures while the lake is empty that would be expensive and difficult to do under normal conditions. There will undoubtedly be some loss of revenue from events that occur, but because the replacement project was ready to go there are, so far, no large cost items other than filling the lake.

What events will be affected?
There are 7 events between now and November 1 that planned to use the water. Staff is working with event planners to develop alternatives. The Arizona Ironman is the largest of the events that occur on the lake and is scheduled for November 21st

What about the fish?
Many fish were washed downstream through the dam breach. The Department of Arizona Fish and Game Department advises us that those remaining are either already dead or unlikely to survive because of high temperatures and low oxygen levels in the remaining pools of water and that there is no feasible way to rescue, transport and release the remaining fish in the lake bottom. The dead fish are currently being removed and some will be donated to be used by the Phoenix Herpetological (look it up, I had to) Society to feed their pets.

When will reconstruction start?
Reconstruction is already underway. PCL is the contractor working for the City and they had already started work by building an access road down to the dams and were ready to start the first work on the dam. They are now undertaking removal of the rubber dam structures.

How will reconstruction take place?
The original plan was to place a temporary dam (called a cofferdam) behind each of the four dam sections one at a time and then remove and replace each rubber dam section and then remove the cofferdam and start over with the next section. That process was anticipated to take up to a year. We will now be able to replace at least three of the dam sections without installing the cofferdam and the timeline is shorted to about 6 weeks per section with the additional possibility of working two sections simultaneously. We will likely place a cofferdam for the last of the four sections which is just beginning the fabrication process. This new construction plan allows us to shorten construction time tremendously with the objective of getting the lake back in operation by the beginning of November.
A giant THANK YOU to all the City employees and officials that were involved with the response and recovery to this weeks dam failure. Starting with the emergency responders who ensured that no one was in jeopardy both on the lake and down stream to the folks who were awakened from a sound nights sleep to open the Emergency Operations Center to the cleanup crews in the lake bottom and engineering staff analyzing the problem and fashioning solutions. A special thanks to a group who doesn't always get recognized the media relations staff. With saturation coverage locally and national media there have been endless questions and interviews which were handled with professionalism and endurance both by staff and the City Councilmembers.

A Giant THANK YOU
It is because of these employees who do their jobs so well that this emergency was not a disaster and even had some positive impacts. Once again the Tempe community can appreciate how our City Council and workforce make this such a great place.

In appreciation,
Charlie Meyer

A New Sense of Purpose

2010-07-12T09:22:00.000-07:00

As a reminder, as unpleasant as it may be, we have come from a staffing level of full time equivalent employees of 1,869 in 2008/09 to 1,610 for 2010/11. That is a reduction of 259 positions or nearly 14% of our workforce. Many of those 259 positions had intentionally been left vacant but there were still many City employees who were directly impacted.
We ended up with 30 individuals on a layoff list. Of those, 6 left on June 30th. Although they were offered other positions, they opted to be laid off and be recalled in their current job title. The other 24 took the early opt out and will be eligible for recall on January 1, 2011.

The Water Utility Department has placed 37 employees in new or different positions in the last year. This does not include three we anticipate being placed for the meter replacement program. Those 40 represent nearly 1/3 of the entire WUD workforce.

The workload has not gone down as a result of the recession only the revenues and staff available to accomplish it. So how do we continue to succeed despite the reductions?

Like Wally the Cab Driver (the Weekly, June 14th) we have the opportunity to make a choice. We can choose to wring our hands and lament our situation or we can make a choice to soar to levels of excellence. Each of us has to make that individual decision for ourselves. I have made the decision for myself.

I will start with our newly consolidated leadership team. Four of five new department directors are off and running since June 28th. The fifth, Don Bessler, our new Public Works Director, doesn’t formally start until August 2nd but he is already in regular communication with Public Works staff and me and will be hitting the decks running (at least as well as you can on crutches.) Interim appointments have been made for Deputy Directors and recruitment for permanent appointments for those positions is underway.

That leadership team will have to develop strategies within each of the respective departments to maximize the resources that we do have available. In some cases that means employees’ responsibilities will change. Changing responsibilities can be a negative, a problem to be overcome or it can be viewed as an opportunity for growth. The difference lies partly in how those changes are communicated by leaders and part is up to each of us to choose our own attitude. Those who look at it as a growth opportunity are far more likely to go home at the end of the day feeling positive.

One thing that makes it difficult to have a positive attitude is when there appear to be different standards for different people. It gets called the old boy system or a lack of consistency or a lack of follow through. A great growth opportunity for our leaders is to develop enough of a trust relationship with each other so be able to address the different standards challenge. We will have to be able to have difficult discussions that cross departmental boundaries. Those discussions are starting.

We have to be strategic. Strategic sounds really complex and clever but it can really be quite simple. It is about making choices as to what is really important and then getting those things done. When you have loads of resources you can do lots of things that are not strategic and get away with it. When resources are limited getting strategic is the only way to be successful. The employee suggestions that we got during the budget process often spoke to the question of why we are doing some of the things that we are. Now is our opportunity to address those questions.

The first step in getting strategic is to get clear on purpose. The purpose statement that we have created and will use in guiding our strategic decision making is:

Tempe creates outstanding value for those we serve through shared vision, superior service and sustainable practices.

Twofer
This Weekly will be covering the next two weeks so for those of you who anxiously await the arrival of this message in your inbox you may want to schedule an extra therapy session for next week.
Charlie Meyer

Furlough Madness

2010-07-02T16:03:00.000-07:00

What’s Happening, What’s Not
I have heard a lot of confusion around how long furloughs would be in effect. Let me try to clarify.

Furloughs have gone into effect for all City employees (except Department Heads that took an 8% pay cut) for the first payroll in July which began this past week. They will remain in effect through June of 2011 unless some other agreement is made that results in the same amount of budget savings.

I recently told the City Council that if they want to see a grown man cry they just need to tell me that they want to extend furloughs past June 2011. As we have all concluded, furloughs are complicated and confusing and I believe that they are only effective for a limited time. So why are we doing furloughs?

A bit of history. In the fall of 2008 City Council agreed to a 3 year wage freeze and further indicated that they did not want to cut employee wages (we also wanted to avoid layoffs.) By the fall of 2009 it was clear that we were likely not going to be able to even maintain a wage freeze and that some reduction may be necessary. By the time we put together the budget balancing plan, the Council decided that we needed to achieve a $5 million savings from wages and benefits or the equivalent of about 5% of payroll. In the meantime, we had agreed to MOU’s with our employee organizations through June 2011 which effectively eliminated the City’s ability to reopen those agreements. Our options for saving the $5 million came down to either furloughs or an employee group offering to agree to some other alternatives that would be the savings equivalent of 5%. We have and are continuing to work on both of those options.

Last year’s budget plan called for a 3 year of wage and benefit freeze and then anticipated enough revenue growth in the fourth year (2012/13) to be able to budget for a 5% growth factor.

The budget plan for this year recognized a reduction of $5 million in the base budget for 2010/11 and then that same $5 million remains out of the base budget through 2011/12. For 2012/13 the same 5% for wages and benefits is still planned for but now would likely be used to get us back up to the pre 2010/11 level as opposed to the original plan which would have used that 5% for increases.

It is possible that the economy could recover faster than planned and that would allow us to consider making some restorations sooner. Conversely, a further downturn in the economy could result in no restorations.

In summary:

2009/10 - Wage freeze

2010/11 - Wage reduction of 5% through furloughs or some equivalent

2011/12 - Wage or benefit reduction remains in effect through new MOU’s

2012/13 - Wage or benefit increase of 5% budgeted, could restore 5% reductions

What lies behind us and what lies before us are tiny matters compared to what lies within us.

~Ralph Waldo Emerson

Charlie Meyer

Live Long and Prosper

2010-06-21T10:00:00.000-07:00

Department Head Recruitment
We are in the home stretch. The selection process is completed and I am in the midst of making offers to candidates for Fire Chief, Public Works Director, Community Services Director, Community Development Director and Finance and Technology Director. Unfortunately, I am unable to release names until the hires are completed but that should come very soon.

I would particularly like to thank those of you who were able to participate in the additional forum held last Thursday for Public Works Director. While it was a bit unusual to add this forum I believe that it makes sense in light of trying to get that position filled on a timely basis.

Vulcan Has Landed
The following excerpts are from a story in the Puget Sound (Seattle) Business Journal. I have often stated that Tempe has all the right elements to have a vibrant economy. This story suggests that Paul Allen’s (co-founder of Microsoft) real estate company sees real value in Tempe.

SEATTLE – June 17, 2010 – Vulcan Real Estate, the real estate investment arm of Paul G. Allen’s Vulcan Inc., today announced that it has expanded its holdings with the acquisition of a new office building in Tempe, AZ, representing the company’s first investment purchase outside the Seattle market.

“This signals a major milestone for Vulcan Real Estate. While we remain very committed to our development activities in Seattle, we also see exciting new opportunities to diversify into other metropolitan areas, including Phoenix and Southern California,” said Ada M. Healey, vice president of real estate at Vulcan Inc. “The Phoenix-area real estate market is poised for a recovery, and now is a good time to buy quality buildings in desirable locations, which have been discounted relative to replacement costs.”

Tempe Mayor Hugh Hallman said that Vulcan’s investment in Tempe validates his belief that not only is the economy recovering, but Tempe is positioned to take advantage of the new market. “I am delighted that a company with the reputation and holdings of Vulcan is investing in our community. This sale makes it possible for us to begin seeing new business activity in this building, which connects Mill Avenue with Tempe Town Lake. We are looking forward to a good working relationship with Vulcan.”

As part of Vulcan Real Estate’s efforts to diversify its assets, the company is exploring a variety of commercial and residential product types that best complement its existing portfolio. Vulcan is exploring opportunities in metropolitan markets expected to rebound from the recession more quickly than other areas, including Phoenix and Southern California with proximity to major employment centers and transit hubs as well as job and population growth.

Tempe Gateway Office Building Offers Prime Location, AmenitiesCompleted in 2009 and developed by Opus West, the eight-story, 260,000-square-foot Class A office building is located in the heart of downtown Tempe, a transit-oriented community characterized by a variety of housing, office and retail services. The Tempe Gateway building offers an amenity-rich location with a light rail stop outside the project, situated next door to the Tempe Town Lake, surrounded by restaurants and shopping as well as in close proximity to Arizona State University. Vulcan purchased the Tempe Gateway building for $35 million from the project’s lender.

“While the Tempe area is a new market for us, we find that it shares many of the same appealing qualities as Seattle’s South Lake Union neighborhood. They both offer a 24-7 lifestyle that is increasingly in demand today, with direct access to homes, jobs, restaurants, shopping and public transit options,” Healey added. “As the new owner of the Tempe Gateway building, we’re looking forward to working in Tempe and with the Phoenix-area brokerage community.”

Seattle-based Vulcan Real Estate directs all real estate activities for Vulcan Inc., a Paul G. Allen company. Allen co-founded Microsoft and today, along with his varied business interests, is one of the country’s top philanthropists. Vulcan Real Estate’s experienced, talented team of professionals offers a full range of development services from site selection to build-to-suit construction. Its real estate model is based on quality, sustainable development that builds new value across the entire community. Vulcan has delivered more than 3.2 million square feet in 17 new office, biotech, residential and mixed-use projects in South Lake Union. The company has nearly 1 million square feet currently under construction. For more information, visit www.vulcanrealestate.com or call (206) 342-2000.

"If your actions inspire others to dream more, learn more, do more and become more, you are a leader." -- John Quincy Adams

Charlie Meyer

Rash of Retirements

2010-06-14T10:33:00.000-07:00

Rash of Retirements Unfortunately we are back into the rash of retirements that we experienced last year in June. I say unfortunately because we are once again losing a lot of experience and talent.

Mark Richwine has retired as Parks and Recreation Manager having served in many of the roles the department has. Since Mark undoubtedly started with the City so young that we probably were in violation of child labor laws he now has a nice early start on retirement and we all wish him well.

John Osgood shared the following messages in his weekly message to Public Works:

Fleet Services - last Friday, Jay Taylor, Tim Love, and Dave Boczar were the guests of honor at their retirement party - 85 years of exceptional service, knowledge and mechanical skill out the door on the same day! At last night's council meeting, the council awarded contracts to purchase essential vehicles and equipment for Traffic Operations, PD, Water, Parks Services and Streets...the Fleet Services Team continues to turn out the work and keep the business running - thanks for the outstanding effort.

Solid Waste - Steve Fraijo and Jack Batty, 2/3 of the commercial section's supervisor/lead team, will be enjoying their well earned retirement in a few weeks. In the meantime, the other SW supervisors/lead and administrative team have been learning the operation, making suggestions on how best to manage the operation during the transition, and making sure our commercial accounts receive high quality services. Thanks very much for the dedication.

Payroll Tax Withholding
Arizona has changed the way that payroll withholding is done for State income tax and you may need to take action if you want to control your destiny. Until now, Arizona has based its income tax withholding on what you selected for Federal income taxes. Effective July 1, 2010 we are now able to select the withholding rate that makes sense for our personal circumstances but it does require that you take action by July 1st to do so.

If you do nothing, your State withholding rate will default to 2.7%. If you want your withholding at some rate other than that then you must go into your PeopleSoft self service and select your rate.

If you are thinking “Hey, here’s my chance not to pay any State income tax” I can assure you that you will be disappointed, you will still need to reconcile with the tax man in April. Nice thought though, isn’t it?

Ducks Quack - Eagles Soar The following story was shared by a City employee who thought it might be worth passing along. I thought that it was.

No one can make you serve customers well....that's because great service is a choice.

Harvey Mackay, tells a wonderful story about a cab driver that proved this point.

He was waiting in line for a ride at the airport. When a cab pulled up, the first thing Harvey noticed was that the taxi was polished to a bright shine. Smartly dressed in a white shirt, black tie, and freshly pressed black slacks, the cab driver jumped out and rounded the car to open the back passenger door for Harvey .

He handed my friend a laminated card and said: 'I'm Wally, your driver. While I'm loading your bags in the trunk I'd like you to read my mission statement.'

Taken aback, Harvey read the card.. It said: Wally's Mission Statement: To get my customers to their destination in the quickest, safest and cheapest way possible in a friendly environment...

This blew Harvey away. Especially when he noticed that the inside of the cab matched the outside. Spotlessly clean!

As he slid behind the wheel, Wally said, 'Would you like a cup of coffee? I have a thermos of regular and one of decaf.' My friend said jokingly, 'No, I'd prefer a soft drink.' Wally smiled and said, 'No problem.. I have a cooler up front with regular and Diet Coke, water and orange juice...' Almost stuttering, Harvey said, 'I'll take a Diet Coke.'

Handing him his drink, Wally said, 'If you'd like something to read, I have The Wall Street Journal, Time, Sports Illustrated and USA Today.'

As they were pulling away, Wally handed my friend another laminated card, 'These are the stations I get and the music they play, if you'd like to listen to the radio.'

And as if that weren't enough, Wally told Harvey that he had the air conditioning on and asked if the temperature was comfortable for him. Then he advised Harvey of the best route to his destination for that time of day. He also let him know that he'd be happy to chat and tell him about some of the sights or, if Harvey preferred, to leave him with his own thoughts.

'Tell me, Wally,' my amazed friend asked the driver, 'have you always served customers like this?'

Wally smiled into the rear view mirror. 'No, not always.. In fact, it's only been in the last two years. My first five years driving, I spent most of my time complaining like all the rest of the cabbies do. Then I heard the personal growth guru, Wayne Dyer, on the radio one day.

He had just written a book called You'll See It When You Believe It. Dyer said that if you get up in the morning expecting to have a bad day, you'll rarely disappoint yourself. He said, 'Stop complaining! Differentiate yourself from your competition. Don't be a duck. Be an eagle. Ducks quack and complain. Eagles soar above the crowd.'

'That hit me right between the eyes,' said Wally. 'Dyer was really talking about me. I was always quacking and complaining, so I decided to change my attitude and become an eagle. I looked around at the other cabs and their drivers. The cabs were dirty, the drivers were unfriendly, and the customers were unhappy. So I decided to make some changes. I put in a few at a time. When my customers responded well, I did more.'

'I take it that has paid off for you,' Harvey said.

'It sure has,' Wally replied. 'My first year as an eagle, I doubled my income from the previous year. This year I'll probably quadruple it. You were lucky to get me today. I don't sit at cabstands anymore. My customers call me for appointments on my cell phone or leave a message on my answering machine. If I can't pick them up myself, I get a reliable cabbie friend to do it and I take a piece of the action.'

Wally was phenomenal. He was running a limo service out of a Yellow Cab. I've probably told that story to more than fifty cab drivers over the years, and only two took the idea and ran with it. Whenever I go to their cities, I give them a call. The rest of the drivers quacked like ducks and told me all the reasons they couldn't do any of what I was suggesting.

Wally the Cab Driver made a different choice. He decided to stop quacking like ducks and start soaring like eagles.

How about us? Smile, and the whole world smiles with you... The ball is in our hands!

A man reaps what he sows. Let us not become weary in doing good, for at the proper time we will reap a harvest if we do not give up... let us do good to all people.

Ducks Quack, Eagles Soar .

Have a nice day, unless you already have other plans.

SORROW looks back, WORRY looks around, and FAITH looks UP...

"Life isn't about waiting for the storm to pass. It's about learning to dance in the rain."

John Wooden
For those of you who don’t know, John Wooden, the legendary coach of the UCLA men’s basketball team, died last week at the age of 99. Coach Wooden is known for a lot more than just having one of the most incredible records in college sports, he is also known for his leadership and wisdom. Here is one of his quotes:

"If you don't have time to do it right, when will you have time to do it over?"

Charlie Meyer

School’s Out for Summer

2010-06-07T09:54:00.000-07:00

Transitions
It is that time of year when we are transitioning. School is out for summer. ASU has graduated its students and the K-12 group is out of school. This year we just hit 100+ degrees at the same time and folks in the Valley are looking for high ground with cooler temps.

The City Council works through a massive amount of actions in June and tries to keep things a bit lighter in July. We also have the changing of the guard with Ben Arredondo leaving the Council after 16 years and Shana Ellis, Onnie Shekerjian and Robin Arredondo-Savage getting sworn in on July 1st.

In addition to the normal cycle of change, we also have some changes going on that we hope are one time changes. We are once again experiencing a flurry of retirements, employees representing many years of experience and knowledge whose expertise will be lost to us. We also have current employees who will be able to pick up where others left off and we hope that provides the opportunity to show off their own talent. Unfortunately, we are also losing some employees to layoffs and that means we are losing some of our freshest talent. Finally, we also have the hiring of department heads to lead the consolidated departments. That will lead to a whole new set of relationships to be built.

We are also transitioning out of the recession and into whatever it is that follows. For the City’s finances it means that we can adjust to a new level of budget and figure out how to provide the best value possible to our community. We are starting to experience considerable interest in the commercial sector to start building again. While there is money out there to be invested, it is still a very awkward dance to figure out how to finance and how not to get too far out ahead of the marketplace. The development scene has been deadly quiet for a long time now and it is exciting to start to see the interest reviving.

Murphy’s Law
For those of you who don’t know, Murphy’s Law is “Whatever can go wrong, will.” IT had one of those days on Friday. Here is what Ted Hoffman communicated to the IT staff and I would like to add my thanks and recognition to all the IT staff that put it all back together again.

“Well, if you were working today it certainly wasn’t just another business as usual day. I don’t have the full story yet on all of the details as to what happened but I can tell you there were a few catastrophes, some simultaneous and some at different times. IT shock and awe for sure, mostly shock. We weren’t too concerned about the ugly details as we just wanted to get the city running again, but from what I heard here are a few of them: Data Center AC unit out, water main break (don’t know what ever happened with this one), back-up generator fires up but blows a couple of circuits, after the AC came back up it was threatened by the circuit problem and we were concerned about going down again, and I am sure there are more.

I think everything went fairly well as far as disaster recovery goes and I have received some feedback already that can help us in the future which I’m sure we will clarify more as we go through a post-mortem. It certainly was a learning experience for me since we don’t get to run through this drill too often. Literally everyone in IT was involved in some way with the recovery today, and when I called or emailed I received immediate responses, which on a Friday can sometimes be difficult. So thanks to all of you for jumping all over this and especially to those on their flex day or vacation that made themselves available. Special recognition to Mark Wittenburg and Jim Cobin and their staff for being on the front lines and doing a tremendous job with IT reconnaissance, triage, and recovery.

Now get some well deserved R&R and enjoy the weekend (in air conditioning).”

Still Achieving
Keith Burke’s job is Social Services Administrator. Keith Burke’s mission it to help the kids served by the Escalante Center to have lives that make a contribution. The Arizona Gang Investigators Association has recognized Keith by awarding him their Lifetime Achievement Award for his work with gang prevention programs while working at the Escalante Center in the Victory Acres community. Keith, lifetime achievement awards usually sound like something you give to someone who is retired, but don’t get any ideas. In this case, the lifetime award recognizes that while certain programs and interventions can be helpful in keeping youth out of gangs that there can be no substitute for people like Keith who work at it day in and day out over a long time period. Substituting constructive activities and affiliations, providing a positive role model and then just showing these young people that somebody does care about them is a powerful antidote to the lure of gang affiliation.

Thanks to the Arizona Gang Investigators Association for recognizing first that prevention is better than the cure and for recognizing that Keith really does deliver that prevention. Thanks to Keith for all the good work he had done and will continue to do (for a long time, we hope) and for making a difference in the lives of so many kids.

Charlie Meyer

401 Passed

2010-05-20T09:27:00.000-07:00

Tempe Sales Tax Proposition 401 Passed
The voters of Tempe have once again shown their support for their City government by approving a .2% temporary increase in the sales tax. This sales tax increase will allow us to restore $8 million in positions that convert into restored services for the community. The best way we can show our thanks to return that trust that the community has shown us is by ensuring the best value we can for them by continuing to provide excellent service and spending every dollar wisely. This we can do.

The tax proposition does not become official for a few days yet but in the interim the Human Resources Department is preparing notices for those employees whose positions were in the “yellow zone” rescinding their layoff notices.

Department Director Finalists / Forum Schedule
I am pleased to announce that we have secured our finalists for the five Department Director interviews. The following is a list of the finalists with their current position and the related employee forums.

Public Works Director Finalists

Chris Anaradian, Development Service Manager, City of Tempe AZ
Oliver Ncube, Deputy Water Utilities Manager, City of Tempe AZ
Harry Wang, Deputy Public Works Director, City of North Las Vegas NV

Public Works Director Employee Forum
Monday, May 24
8:30 a.m. - 9:30 a.m.
TCA Theater

Community Development Director Finalists
Chris Anaradian, Development Service Manager, City of Tempe AZ
Jeff Mihelich, Community Director, City of Surprise AZ
Chris Salomone, Community Development Manager, City of Tempe AZ

Community Development Employee Forum
Tuesday, May 25
8:30 a.m. - 9:30 a.m.
Council Chambers

Fire Chief Finalists
Jeff Piechura, Fire Chief of Northwest Fire / Rescue District, City of Tucson AZ
Mark Simmons, Acting fire Chief, City of Tempe AZ
Jeff Stern, Director of Northern Virginia Emergency Response System, Fairfax VA

Fire Chief Employee Forum
Thursday, May 27
9:30 am to 10:30 am
Pyle Center

Finance and Technology Director Finalists
Bryant Enge, Assistant City Manager / Chief Financial Officer, City of Federal Way WA
Jerry Hart, Financial Services Manager, City of Tempe AZ
Ken Jones, Internal Audit Manager, Tempe AZ
Victoria Runkle, Finance Director, City of Arvada CO

Finance Technology Director Employee Forum
Friday, May 28
8:30 a.m. to 9:30 a.m.
Council Chambers

Community Services Director Finalists
Kathy Berzins, Acting Community Services Manager, City of Tempe AZ
Donald Bessler, Director of Parks, Open Space & Public Facilities, City of Longmont CO

Community Services Director Employee Forum
Wednesday, June 2
9:00 a.m. to 10:00 a.m.
Tempe History Museum, Community Room

The forums will begin promptly at the time designated above. At the beginning of each forum, candidates will be given an opportunity to introduce themselves; discuss their background and related work experience; and relay any other relevant information prior to the beginning of the question and answer portion of the forum.

A Tempe Treasure
Former City Councilmember Len Copple passed away early Monday morning after a courageous battle with acute lymphocytic leukemia. While I never had the opportunity to work with Len as a Councilmember he was one of the first people who contacted me to offer any assistance in acclimating to Tempe. That experience helps me to understand why he was named as a “Tempe Treasure” by the Tempe Community Council.

While Len will be remembered for his contributions in helping to bring everything from light rail to the P.F. Chang’s Rock and Roll Marathon to Tempe, his greatest contribution is probably how he demonstrated commitment to the overall quality of life in Tempe. He will be missed.

Charlie Meyer

AAA

2010-05-10T09:00:00.000-07:00

Moody’s Investors Service Rates Tempe AAA Credit Rating

We have just learned that Moody’s Investors Service has raised Tempe’s credit rating from AA1 to AAA, the highest rating possible. Two other rating agencies, Fitch and Standard and Poor’s had already rated Tempe as AAA and will be maintaining that rating.

The following is the language that Moody’s uses to describe the AAA credit rating, “Issuers or issues rated AAA demonstrate the strongest creditworthiness relative to other US municipal or tax-exempt issuers or issues.” At one level that means we would realize some savings when we borrow money for capital projects because our higher credit worthiness converts into lower interest rates. At another level this is validation from this rating agency that the City Council has taken the necessary steps to maintain Tempe’s financial sustainability over time and face the fiscal crisis head on. In financial times like these it is tough enough to hold on to a strong credit rating so to be upgraded is extraordinary!

Furloughs and Five Million
There has been a lot of discussion and a certain amount of misunderstanding about furloughs and the five million. During City Council’s budget deliberations it was decided that one piece of the budget solution would be to take $5 million in cuts to employee wages or benefits (the equivalent of 5 %.) Since we have a Memorandum of Understanding in place with most of our employee groups the only means by which that $5 million could be assured was by reducing work hours in the form of furloughs. The City Council recently deferred on acting on a furlough plan and has asked me to meet with all employee groups to discuss options to furloughs and that is occurring now. We have met with the Six Sided Partnership and each of the employee groups separately to discuss alternatives.

So what could come out of this? Several options exist. It is possible that we could end up implementing a combination of pay reduction and furloughs for some employee groups should they agree to do so. Our police and fire groups have proposed a 2% wage reduction so we are discussing how that might work into the overall 5%. Other groups may choose not to enter into an agreement and leave the City to decide whether and how to implement furloughs.

SEIU had proposed that they would offer to take unpaid holidays in lieu of furlough days if the Council agreed to restore positions of employees represented by SEIU from the “red zone” to the “yellow zone” (in other words from definitely eliminated to subject to sales tax passage.) The City Council has not directly respond to the proposal but did direct that I meet with all employee groups to try and reach a mutually acceptable agreement. I did not assume from the direction given by Council that I have any authority to change the priorities that they have set for budget reductions. SEIU has advised me that it is their position that if the positions are not to be restored the unpaid holidays proposal is off the table. I will be seeking to find common ground on any alternative to furloughs as currently proposed. In the end we need to add up to $5 million to balance the budget. There are several principles guiding these discussions: All employees participate either in furloughs or some equivalent reduction amounting to at least 5%. In order to avoid wide fluctuations in employees’ paycheck we plan to spread the furlough hours evenly over all paychecks. This does not mean that the hours have to be taken off at that time by the employee. Taking time off will be subject to approval by the supervisor based on the need of the work unit. In some work units it may be necessary to assign the time off and in others it may be handled similar to vacation leave requests.

Retaining Top Performers
Recognition is important. Recognition is also tricky. What works for one employee has little impact on another. So the trick is to figure out what it is that personally meaningful and not making the mistake of recognizing everyone in the same way. For some employees praise from a mentor or a peer is important, others it might be a formal recognition by City Council or a professional organization. The bottom line is that we all need some form of recognition and it is very hard to figure out what works. I also think one form of recognition that always works is that we all want to be part of a successful, respected winning team.
Charlie Meyer

Accentuate the Positive

2010-05-03T12:18:00.000-07:00

It has been a little tough to focus on the positive in all that has been happening for the last two years of an economic recession that has had a devastating impact on the City of Tempe and other city governments across the country. But even in the midst of all the challenges there are positives. I would like to focus on a few of those.
Fresh Fish
Arizona SeaLife Aquarium is opening next week in Tempe at the Arizona Mills Mall!

Department Director Recruitments
We are in the middle of the preliminary interviews for 5 department director positions and the process is going swimmingly well. We have had applicants from within the City of Tempe, across the Valley and from other parts of the state and country. Many know Tempe by reputation and that reputation is what attracted them to the positions for which they applied. We have good, strong internal candidates as well as well qualified candidates from outside. It is important to the future of the City that we maintain and continue to develop that reputation of being a place where as a City employee and leader you will be able to make a difference.

Preliminary interviews continue through May 10th at which time we will bring back finalists for final selection. That process will continue through May and probably a schootch into June. In order to keep costs to a minimum we are conducting preliminary interviews either in person, by telephone or by video conference without paying any expenses for candidates.

Glass Half Full

I got the following message this week from a City employee and I only edited out the personal parts:
I wanted to let you know I signed my paperwork to leave the city as a "targeted employee" this morning in HR. I wanted to say that working for the City of Tempe was something I wanted to do when I first moved here.   It has been a learning experience, absolutely have loved working with the public here…

I have received nothing but positive feedback from Tempe residents that I have met, including (one) who once told me that "they found the right person for the right job"!   That sort of feedback makes it all worthwhile. So, with that I wish you the best, keep up the good work and hopefully all changes that are taking place within the city make a better difference. Thank you for your service. Good luck!!

I think we found the right person too and I hope they are able to come back to the City at some time.

In a Class of Innovators
The City recently recieved the following note from an organization that dedicates itself to being at the cutting edge of municipal innovation:

We value the City of Tempe as a member in the Alliance for Innovation. The City of Tempe belongs to a group of progressive local governments from across the United States and Canada who are transforming local government.   Together we seek out innovative practices, challenge existing business models, exchange knowledge and provide products and services which help our members perform at their best.

"The best way to have a good idea is to have a lot of ideas." -Dr. Linus Pauling

Charlie Meyer

Feedback Continued

2010-04-12T14:48:00.000-07:00

Community Survey (cont)
I have previously written about the results of our community survey and would like to add a few more tidbits that we should all be interested in and pleased with. If you haven’t seen the full report it is still available at http://www.tempe.gov/2009residentsurvey/ Residents were generally satisfied with the quality of life, the appearance and the image of the City of Tempe. Most of the residents surveyed who had an opinion were satisfied with the overall quality of life in Tempe (85%), the appearance of the City (85%) and the image of the City (83%). Residents were least satisfied with how well the City is planning growth (60%)

Residents were generally satisfied with overall life in the City
Based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, most residents were satisfied with the City as a place to live (93%), as a place to raise children (81%) and as a place to work (80%).

Public Safety
The highest levels of satisfaction with public safety services, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, were the quality of local fire services (89%), quality of local ambulance/paramedic service (85%) and the quality of local police services (81%). Residents were least satisfied with the enforcement of local traffic laws (68%).

Neighborhood Services
The highest levels of satisfaction with neighborhood services, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, were the condition of neighborhood streets (80%), the condition of sidewalks in the neighborhood (78%) and the quality of neighborhood parks (78%). Even though residents were least satisfied with the condition of alleys and with the maintenance of private property in their neighborhood, satisfaction levels for both of these items increased significantly from the 2008 survey results. Neighborhood services that residents thought were most important for the City to
emphasize over the next year .The two major areas that residents thought were most important for the City to emphasize in their neighborhood over the next year were: (1) the feeling of safety and (2) the maintenance of private property.

Residents were generally satisfied with Parks and Recreation in Tempe
The highest levels of satisfaction with parks and recreation services in Tempe, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, were with the quality of larger City parks (91%), the quality of City recreation centers (83%), and with outdoor athletic fields (80%). There were significant increases in satisfaction in four of the seven parks and recreation services assessed on the survey from the 2008 survey results. The parks and recreation services that showed significant increases from 2008 were: the quality of City golf courses (+8%), the quality of swimming pools and programs (+6%), the quality of larger City parks (+5%), and the quality of outdoor athletic fields (+5%).

Parks and Recreation services that residents thought were most important for the City to emphasize over the next year
The two major parks and recreation services that residents thought were most important for the City to emphasize over the next year were: (1) the quality of larger City parks, and (2) the quality of City recreation programs for youth. The community and health service that residents felt was most important for the City to emphasize over the next year was senior services. Residents also felt it was important for the City to emphasize rent/utility assistance, meal provisions and crisis intervention.

City Communication
The three types of communication that residents use most often to get information about the City of Tempe were: 1) the water bill newsletter (70%), 2) local newspapers (55%) and 3) the television news (43%). When asked to indicate ways they would prefer to receive information about the City, half (50%) of residents preferred to receive information via the water bill newsletter; 34% would like to receive information from local newspapers and 30% would like to get information from the City’s website.

Transportation Services
The highest level of satisfaction with transportation services, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, were the condition and clarity of street signs (83%), the overall condition of the streets (80%) and the quality of local transit service (76%).
There were significant increases in satisfaction in three of the six transportation services assessed on the survey from 2008. The transportation services that showed significant increases in satisfaction from 2008 were: the quality of transit services (+11%), the quality of the management of traffic flow on streets (+6%), and the quality of walking and biking paths (+5%). The three major areas that residents thought were most important for the City to emphasize over the next year were: (1) the management of traffic flow on city streets, (2) the quality of local transit service and (3) the quality of walking and biking paths.

Appearance of the City
Residents were generally satisfied, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion, with the cleanliness of City streets (77%) and landscaping maintenance along city streets and sidewalks (73%). The issues residents felt were most important for the City to emphasize over the next year were: (1) the enforcement of property maintenance codes and (2) the appearance of residential property.

Utility Services
The highest levels of satisfaction with utility services, based upon the combined percentage of “very satisfied” and “satisfied” responses among residents who had an opinion were: residential trash collection services (91%), recycling services (89%) and water services (85%). Utility services that residents thought were most important for the City to emphasize over the next year. The two utility services that residents thought were most important for the City to emphasize over the next year were: (1) bulky item pick up and removal services, and (2) recycling services.
Top Priorities for the City
Residents felt police and neighborhood services should be the City’s top two priorities for 2010. The chart on the following page shows the percentage of respondents who selected various city service categories as one of their top two priorities for the coming year.

Charlie Meyer

Transition News

2010-04-05T09:49:00.000-07:00

Department Director Recruitments
All five (5) Department Director recruitments closed last Monday, March 22nd, and a combined 235 applications were received:
56 Community Development Director
53 Community Service Director
34 Finance and Technology Director
38 Fire Chief
54 Public Works Director

The applicant pool represents a good cross section of internal and external candidates including interest from both Arizona and other states. The process of narrowing down the field of candidates is underway now and preliminary screenings and final interviews will begin in a few weeks.

Candidates were sought through a combination of advertising and direct e-mails to potential candidates. A total of 588 direct emails were sent to potential candidates. In general and based upon email address availability, these emails went directly to a either a department head or deputy at a similar size or larger organization primarily in Arizona, California, Colorado, New Mexico, and Utah.

Layoff Notices
Over the last few weeks the Human Resources Department has undertaken the unfortunate task of providing notice of layoff to approximately 103 people. Not all of those individuals will actually be laid off as many of them have bumping rights. The next step is to see who chooses to bump and then we notify the individuals who end up at the end of the bumping process as a potential layoff. We are making these employees aware of resources available to them including information and support meetings. A provision of the notice is that the employee has the option of working through their 90 day notice period or taking a severance payment of the equivalent value of their time left. So far approximately 16 people have chosen to take the severance payment and leave early.

We have also begun the process of contingent notification to employees whose positions would be eliminated of the sales tax referendum is not approved on May 18th. Those notices will be undertaken as circumstances allow. One of the more complex situations involves police where some 37 police officers are subject to the referendum and reassignments of more senior officers will be very complex and disruptive. Police staff is preparing such plans now.

Capital Program
We are currently re-examining our capital improvement program for the years 2010-11 through 2014-15. I say re-examining because we put together a CIP as we usually do and it was a pretty conservative plan in light of the economy. However we received our estimates of the secondary property tax assessed valuation from the County Assessor and the values were down 35% during the first three years of the CIP. As a result of those drops in property value, we are in the process of scaling back to the absolute necessities in capital items. We will present the revised plan to City Council at their next meeting and we will undoubtedly be recommending that many of our projects be postponed for the foreseeable future (at least the 5 year plan.) The other concern is that the lack of funds to do capital projects could have some impact on employees whose work is funded from capital programs. We don’t have details yet, but when we do they will be shared.

For those interested in the mechanics of how we got to where we are, keep reading, others skip to the next part. The secondary property tax levy is used exclusively to fund debt payments and debt is used for capital projects. In the past, when the value of property was growing rapidly it was possible to increase the amount of debt that we took on by holding the tax rate even and allowing the growth in property value to increase the amount of secondary property taxes available to issue debt and build projects. Now, the value is falling so the reverse occurs. Holding the property tax rate even means less cash available for projects. So that is how we got to where we are.

Community Survey Continued
For those of you who didn’t get a chance to review the results of the community survey let me provide you with the summary notes that were presented to City Council. These results continue to prove that Tempe is on the right track and I would suggest a significant reason for that is the commitment of our City employees to creating that outstanding value for this community.

(Note: The Priorities for Improvement relates to what the community said was a priority not something that was unsatisfactory.) Overall satisfaction with city services is 34% above the national average.
Areas with the most improvement included:
Quality of local transit service (+13%)
Quality of golf course (+7%)
Management of traffic flow (+6%)
Maintenance of private property (+5%)
Condition of alleys (+5%)
Quality of larger parks (+5%)
Quality of swimming pools and programs (+5%)
Quality of outdoor athletic fields (+4%)
Quality of walking/biking paths (+4%)

There were significant decreases in only 9 areas. Most of the decreases involved issues related to the economy. Residents continue to think Tempe is a great place to live 93% gave positive ratings; only 2% gave negative ratings; the remaining 6% thought overall quality of services was okay Tempe rated above the national average in all 31 areas that were benchmarked against other communities. The City is setting the standard (15% above the national average) in 15 areas.

Top three overall priorities for improvement
Police Services
Neighborhood Services
Economic/Business Development
Thank you for all you do to make this City great.

Charlie Meyer

The Results are In

2010-03-29T12:11:00.000-07:00

Community Survey Results are In
Last Thursday the results of our last community survey were presented to City Council and the results were terrific. The consultant who does this survey in over 200 cities across the United States told us that they are seeing significant drops in community survey results which appear to be related to the economy and cuts in local services. The survey results for Tempe bucked that trend and remained very strong despite the economy and budget cuts. The overall quality of City services ranked 34% above the national average!

I want to express my sincere appreciation and praise to all our City employees who continue to provide great services and earn the recognition of our community.

Please take the time to connect to the whole report at: http://www.tempe.gov/2009residentsurvey/default.htm

Bid Farewell to Cliff Jones and Glenn Kephart
After many years of service to Tempe, Cliff Jones and Glenn Kephart are both retiring this week. Both Cliff and Glenn received recognition at the City Council meeting last Thursday and events are also planned for this week to recognize each of them. Please join me in thanking them for their service and wishing them all the best in retirement.
Charlie Meyer

A Tale of Two Cities

2010-03-22T09:20:00.000-07:00

"It was the best of times, it was the worst of times, it was the age of wisdom, it was the age of foolishness . . . it was the spring of hope, it was the winter of despair . . . in short, the period was so far like the present period . . . .” Charles Dickens

It was the worst of times. We are in the process of giving layoff notices to many of our employees. I just asked Human Resources to provide conditional notices to employees in the “yellow zone” (subject to passage of the sales tax referendum.) For those employees who remain we are planning furloughs that will result in a loss of income and a loss of productive hours at the same time we are trying to make up for the losses from the layoffs. All of this is awful.

It was the age of foolishness. For those who remain, there is bickering, confusion about direction and a general sense of uncertainty about where we are headed. We are consolidating many of our departments and most of our top leadership is in a state of flux. We are unsure whether there is stability on the other side. We have taken on more burden than we could responsibly handle in terms of number of employees, costs of pay and benefits, too many programs and services and too much debt. Now we are trying to unburden ourselves but are finding it much more difficult than adding on the burden. I was told by a City retiree at one of the community budget forums that while the City didn’t always use enough of its head in the past that it used to have more heart. These are times that take a full measure of both the head and the heart to get through.

It was the winter of despair. I got a call from a department head on Friday. I was told that in separate conversations with four high performing employees whose positions were not in jeopardy each stated in their own way that they were considering leaving the City of Tempe to find a more stable environment. They are getting worn down by the uncertainty.

It was the age of wisdom. We expect our leaders to be able to make decisions based on a combination of factual information and good judgment based on experience and a moral compass that guides us to do the right thing for creating outstanding value for the community. I recently was asked what I am looking for in department directors. My answer came easily. An excellent department leader is someone who can listen to employees and take suggestions and even criticism without taking it personally. They have to be able to articulate a strategic direction for the department based on an understanding of the needs of the community and the ability of the department to deliver. They should have the ability to analyze information to determine how well the department is doing, what challenges may be coming down the road that must be prepared for and faced. The must be able to distinguish between high performing employees and those who may not be in the right job and have both the courage and the humanity to address those employees. It is necessary to set goals and make sure that action plans are executed and measured. They have to be fair and not show favoritism. They also have to be able to carry two separate and sometimes opposite thoughts in their head at the same time. They have to know what is best for their department and what is best for the City as a whole and pursue both.

It was the spring of hope. Employees have to know what is expected of them. Most employees, in my experience, do not mind having challenging objectives set as long as the objectives make sense, that they have a say in both setting the objective and how it will be carried out. When goals are successfully carried out it is necessary to first, know that and second, acknowledge the success in an appropriate way. It is not the leaders’ job to motivate employees; it is the leaders’ responsibility to create the environment in which motivated employees are able to do their best work. The Water Utility Department is currently meeting in teams on a weekly basis to set goals, commit to action steps and measure whether they got done what they were supposed to. Having reviewed the goals and the scoreboards it is apparent that there are folks there that are psyched about what they are accomplishing, and they are accomplishing a lot. It can and does work.

It was the best of times. Many former and some remaining current employees talk about the days when employees of the City were highly motivated challenged and the City had a family environment. I don’t know if that environment existed for everyone but for those that felt they were part of it, they are still excited. There is nothing more exciting than to come to work with a bunch of people who care about what they are doing, are very good at it and challenge you every day to do your best. It is supportive and motivating at the same time. It is not the good old days. It is the future that we will create for ourselves. There can be no compromise on that because anything less is second rate. We already have all the ingredients that we need to get there, we just have to believe in ourselves and expect nothing less from our leaders. The best of times can be created and it is available to all who are willing not just a choice few.

In short, the period was so far like the present period.

Charlie Meyer

Retaining Top Performers

2010-03-15T14:51:00.000-07:00

Retaining Top Performers
I got a message this last week that asked about how our medical coverage will change as a result of the $3 million in savings that we have applied to the budget balancing plan to restore services and positions. Believe it or not, this is really just good news. We recently solicited proposals for our current medical plan. While we are still in the process of reviewing those proposals, we do know that we will be able to save substantially as a result of this procurement process. In essence, it comes down to the discounts negotiated by the proposers off the rates charged by the various medical providers. That savings occurs regardless of any proposed changes in our plan.

We have a health plan committee that works with Human Resources to help put our health plan together and they are also evaluating changes to the plan but the savings referenced above should occur regardless of and proposed changes. It is important to note that the City will be fully self insured for health care so our cost is really determined by usage. However, regardless of usage, bigger discounts can only help us.

Retaining Top Performers
I have been hanging on to the following message that was written by the President of the International City/County Management Association, Bob O’Neill, who also wrote the piece on high performing organizations which I have previously shared with you. Since I am sharing this message you can correctly assume that I believe it has value and I plan to write about it in coming weeks. Please read the message and share with me your observations.

“Recently I had a conversation with a city manager who was very concerned that he would lose his high performers during the economic downturn. His organization was facing position eliminations, salary freezes and travel restrictions, and he acknowledged that his high performers are sought after and mobile.

My colleague's concerns may be well founded. In the April 2008 issue of ICMA's PM (Public Management) magazine, James Svara, a professor at Arizona State University and director of its Center for Urban Innovation, reported that conversations with Generation X and Millennial professionals suggest that these talented individuals "may become frustrated at how long it takes to move up unless they are willing to relocate to another jurisdiction to pursue a new job." Svara noted that retaining many of the Gen X professionals who are likely to be the next managers "could be a challenge, if the right opportunities are not available."

The question then becomes, what can local government leaders do to retain their best and brightest? Since that initial conversation with my colleague, I have reflected on what we know about high performers and concluded that he has many options to recruit and retain high performers in this difficult time.

When you ask high performers what they want in a position and from an organization, you consistently get the same answers. First, they want to make a difference. This is especially true of those who are drawn to public service and who have an interest in local government. They want to work on the issues that are most important to the community and the organization. They don't want to be permanently tied down to rigid job descriptions, organizational silos and routine tasks. They want to test their creativity, leadership and management skills. The more complex the task, the better, which is an ideal approach for tackling the challenges facing local government today.

Second, talented individuals want you to invest in them. They have an insatiable appetite for learning. They want to be more valuable to you, to grow professionally, and to be ready when you call with the next assignment. This means that training and professional development matter a lot to them. While I am not a fan of eliminating training and professional development investments when times are tough, the reality is that many jurisdictions will have to eliminate or scale back in these areas in response to policy mandates and public pressure.

There are many approaches, however, that don't require tuition and travel. Strong mentoring programs, job rotation, interim assignments and participation on organization-wide task forces all give high performers a chance to develop skills, learn about other parts of the organization and continue to grow professionally.

Finally, recognition is important. This one is tricky; typical recognition programs tend to have little impact on high performers. What matters to them is recognition that is personally meaningful. Sometimes it is praise from a mentor, recognition by colleagues and peers, visible recognition by the city council or the county commission, or perhaps an award from a professional organization. There is someone or some group that matters to a high performer, so hold on to that plaque and find out what form of recognition will truly have an impact.

Yes, we should talk about money. It matters. In his article "Retain Your Top Performers," best-selling author Marshall Goldsmith cites a "frequent lack of connection between pay and contribution." His research of 2,000 managers from organizations across the spectrum revealed that while many respondents claimed that the difference in contribution between a top performer and a below-average employee was more than 100 percent, the pay differential between the two groups was only 5 to 10 percent.

But while competitive salaries and benefits are important, these things alone are not what retain high performers, particularly those drawn to public service. Consistently, what keeps these individuals engaged is challenging work through which they can make a difference, organizations willing to involve and invest in them, and recognition from a group or groups of individuals that has meaning to the recipient.

We in local government have a wonderful opportunity to provide all of these things to talented employees, even in difficult times. The jurisdictions that understand the importance of establishing and implementing creative retention programs will fare the best in this challenging economy.”
Charlie Meyer

E Pluribus Unum

2010-03-09T13:46:00.000-08:00

Out of Many, One
Included in the seal of the United States of America is the Latin term “E Pluribus Unum” which translates in to “Out of Many, One.” It was adopted during a time of strife as the colonies tried to come together into one nation and then tested in another time of strife when the nation tried to split during the Civil War. Why the history lesson? Because times of strife are when we humans attempt to gravitate toward a self preservation mode and in the process we may damage or destroy the greater good. I am hearing a great deal of divisive talk within the City and I would urge your support in not going down that road.

One of my favorite duties is to welcome our new employees and honor our 20+ year tenured employees in service to the City of Tempe. When I hear the stories of 25 and 30 years of service they are often peppered with stories like, “I started out in Parks and then moved to Streets and am currently in Police.” New employees relate how they actively sought to work for the City of Tempe. That is who we are - the City of Tempe - and we serve best when we act as one.

In these times of budget strife there are lots of discussions about the divisions within our organization. However, there is only one employer – the City of Tempe. There are City employees whose position happens to be funded by the revenues from the Water Fund. There are also employees whose position may no longer be funded by the Water Fund and are currently working elsewhere in the City. There are no employees of the Police Department. Those City employees, civilian and sworn, are organized into a department for the purpose of carrying out a service in the community. They cannot carry out their mission without the support of the full cast from parks maintenance to finance to courts.

The Solid Waste and Water Utility funds are supported by fees set by the City Council to cover the cost of the service. The Council can control the cost and the revenue stream so these services can be financially stable. We cannot charge costs to these funds that are not related to the service. We will always seek to find the right balance of charging legitimate costs such as finance services without charging costs that are not really related. So there can be employees in completely different departments, such as legal staff, whose costs are paid by the Water Utility fund.

I have been asked a number of times whether enterprise fund “employees” would be subject to budget cuts such as furloughs. The answer is yes. I believe that to treat the compensation of our employees differently depending on the funding source for their position would lead to divisiveness and would be unfair.

There is no changing the fact that the two funds mentioned above have not had budget cuts resulting in service and position reductions. In fact, some enterprise services such as building and grounds maintenance and security that have been contracted out are planned to be taken in house providing opportunity for transfers. A number of employees have also filled vacant positions in these service areas and retained their City employment. These are the positive ways in which we can benefit from having a variety of funding sources for City services.
Budget Lowdown
Last Thursday the City Council made some very difficult decisions about funding priorities for City services. Those decisions, by my observation, were made in the interest of getting the right mix or balance of service in the community in order to maintain a high quality of life. Here is how it played out. Council had about $9.8 million to work with from $1.8 million in revenues and cuts not originally included in my proposal to them; $3 million from anticipated savings in our health care plan and an additional $5 million from reductions in pay and benefits (furloughs).

The Council first determined that they would use part of the $9.8 million to anticipate lower sales tax collections and then decided what services would be restored from the balance of the $9.8 million. Those restored services were mostly in police, fire and courts.

Next the Council decided what services would be restored if the sales tax were to pass generating $8 million per year for the next four years. That category had a broader variety of services that could be restored. Anything not included in the above two categories is not funded.

The results of the Council’s discussion can be seen at http://www.tempe.gov/budgetplan/Priorities_3_4_10_Final.pdf .The process from here is to put together the 2010/11 budget with the contingency that $8 million in services is dependent on whether the sales tax passes.

Reader Feedback
I received some feedback that in my last Weekly that my comments may have sounded distrustful of employees when I discussed playing it straight relative to department head recruitment. In contending that limiting a recruitment pool to one or two candidates could lead to mischief I may have inadvertently sent that message. For that I apologize, that was not my intent. I do continue to believe strongly that the most open recruitment process is the healthiest approach for both internal candidates and for the organization.

Charlie Meyer

Last Friday of February

2010-03-01T10:58:00.000-08:00

Explore the past. Discover community.

You are cordially invited to join in the fun at the Grand Reopening of the Tempe History Museum on Saturday, February 27 from 10 AM to 2 PM.

Construction of this $4.2 million bond funded, voter approved, Museum renovation began in April 2009 and was generally completed in December. Finishing touches and exhibit installations completed over the past month. When you visit, you will find a new children’s gallery and interactive exhibits and displays. The renovation adds a tremendous amount of natural light to the museum, a great community room and a number of environmentally friendly features including but not limited to: sun shades in the community room, low water use toilets and metered flow faucets in the public restrooms, exhibit cases and other fixtures constructed out of environmentally friendly materials and xeriscape landscaping along the south facade of the museum.

Stop by and enjoy the fun. For more celebration information go to: http://www.tempe.gov/museum/reopening.htm

The HAWK has landed
After enjoying the Museum festivities, take a stroll along Tempe’s newly completed Western Canal multi-use path. As part of this path project, you’ll find unique pedestrian crossing beacon signals called High-intensity Activated crossWalKs – or HAWKs at two locations.

This HAWK signaling system is designed to make crossings safer for canal path users while minimizing the wait time for motorists. The HAWK beacon signals are located at the intersection of the Western Canal on Rural Road and McClintock Drive. The HAWK is designed without a green light and remains dark until a path user activates the signal. Look for this unique signal to be activated on Tuesday, March 2. For more information check out: http://www.tempe.gov/tim/Bike/pdfs/HAWK.pdf

This six-mile path runs along the banks of the Western Canal between Arizona Mills and Price Road in central Tempe. Path lighting, landscaping and public art elements are among the improvements to the canal. This $11 million project was funded through federal transportation grants and the Tempe Transit Tax.

A few words about the budget……
Our budget process proceeds as painful as it may be. This week concluded the budget forums. As you know, four employee forums were held in February with the last occurring this past Monday at our Escalante center. In addition, four community forums were held, with two occurring this week at Escalante and our South Police substation. Thank you for attending. About 300 employees attended the four forums and about 75 residents attended the community forums. As planned and intended, questions, comments and concerns were voiced. Summaries of these points can be found at http://www.tempe.gov/budgetplan/Winter-Spring2010budgetprocess.htm. Please note the questions and answers from this weeks forums are still be prepared and will be posted shortly. Forum summaries and comments about the budget along with all the rest of the budget information are being shared with our City Council and can be found at: http://www.tempe.gov/budgetplan/.

While many questions and concerns revolved around public safety, one question that surfaced in all the community forums is “Why do we continue to spend money on museum improvements, canal paths, library renovations and other projects?” The general response, as answered in the forums, is that funding for these capital projects come from other funds which cannot be used to support our general fund, where the $33.7 million structural deficit exists. In the case of the museum and library renovations, capital funding come from secondary property taxes and voter approved bonding authorization to use secondary property taxes. Governed by state law, our secondary property can only be used to repay bonds and conversely cannot be used for general fund operation costs. The capital project fund will reviewed by City Council on March 25th.

The next step in the budget process occurs on Thursday, March 4th when our City Council continues to review and develop the FY2010/11 budget and address the $33.7 million structural deficit. City Council may make decisions about budget reduction proposals that have been presented and debated over the past month. These Council decisions would then guide the preparation of the FY 2010/11 budget.

On a lighter note: Hope Springs Eternal
The Los Angeles Angels of Anaheim take the field on Thursday, March 4th at Diablo Stadium in their first 2010 spring training game. The Angels will play 16 games at Diablo this spring and we certainly wish them well. In spring, we look forward to the Angels sharpening their skills, working on their fundamentals, and hitting the cutoff man. During the season, we look forward to the Angels representing the American League in the World Series. For Angels spring training information go to: http://www.tempe.gov/diablo/Springtraining/default.htm

Enjoy the weekend,
Pinch hitting for Charlie Meyer
Jeff Kulaga
Assistant City Manager

Playing it Straight

2010-02-22T07:36:00.000-08:00

Councilmember Corey Woods and I had the opportunity to be the co-presenters for a meeting of the National Forum for Black Public Administrators Central Arizona Chapter that Tempe hosted this past week. We presented on the respective roles and relationships between a Council member and a City Manager. Mostly we answered questions. I was asked to respond to the question “what is the one most important thing that a public administrator should do?” I didn’t need time to think about that one, I responded, “Play it straight.”
Playing it Straight with Council Policy
The further explanation cited an example of a recent Council meeting in which we were discussing the economic forecast as it related to sales tax projections. Several Council members stated that they did not question the formula or the data provided but came to different conclusions about what it meant. That is the essence of good public policy making. It is also the dividend for playing it straight. Provide Council with thorough, accurate and unbiased information and let them make decisions. The conversation becomes more civil when elected officials only have to disagree on policy perspectives not on whether the staff recommendations are slanted.
Playing it Straight with Personnel Decisions
The topic of selecting department directors is getting discussion lately. The Fire Chief position is currently in open recruitment and we recently posted for internal recruitment for 4 department directors and did not receive 5 or more applicants for any of the 4 positions so they will proceed to open recruitment. I was being interviewed by Dianna Nanez from the Republic about this issue and she asked why we don’t just hire one of the two current department managers of the consolidating departments. My answer was that if you limit the candidate pool too much you can invite manipulation. I further explained that if she and I were the only two candidates she could come to me and offer to withdraw as a candidate if I would agree to select her as my deputy. This is the long way around of explaining as it relates to filling leadership positions in the City that playing it straight means opening positions to all qualified candidates and then choosing the best. I strongly encourage all candidates, internal and external, to give it their best shot. If the internal candidate prevails then they know they were selected for that reason. If not, they can believe that the selection was made in the best interest of serving the City. If a person is selected without an open process they may very well serve out their time under the doubt that they were selected due to influence not competence.
Playing it Straight with City Finances
The current issue of Forbes magazine included an editorial column that I think could at least explain what I consider a playing it straight approach to financing a city (although the column was aimed at the Feds.)

“There is nothing essentially different between running government finances and those of a family. The same penalties for recklessness and folly apply to both. And, in both, the same prudence, integrity and self-sacrifice will bring success. Anyone who tells you different is deceiving you.”

“Expenditures must not exceed income, if possible: debt should be acquired reluctantly and liquidated as soon as it can be, above all, there should be a continual and indefatigable effort to save and invest sensibly.”
I think we could run the City with those as our financial policies.
Playing it Straight in Employee Relations
At the February 5th budget workshop Council set a goal of saving $5 million from salaries and benefits. At the February 18th workshop I suggested the following plan for accomplishing the goal:
2010/11 Furloughs
Furloughs would be implemented for the period July 1, 2010 through June 30, 2011. All employees (except Firefighters on 56 hour schedule) would be required to take 104 hours of furlough. Firefighters on a 56 hour schedule would be required to take 145.6 hours of furlough. Each department will have its budget decreased by the amount of furlough hours for their employees. Overtime will not be used to replace furlough time. Each department will develop and carry out a plan to ensure the all furlough is taken while minimizing the impact on services. Part time benefitted employees would have their furlough time prorated. The policy for employees who drop below the minimum to qualify for benefits as a result of furloughs should be suspended for one year. Employee groups wishing to implement an alternative to furloughs through amending their MOU’s may do so in agreement with the City. Under such circumstances the savings realized from such an amendment will be used to restore positions under that recognized group for as long as the savings continues to be in place. Employees not under a recognized group may confer with the City Manager regarding alternatives

This is not a permanent solution nor is it easy to recommend. But the $5 million would result in reinstating employee jobs and services. Tied with the pay freezes that our employees have already agreed to in 2009 the furloughs may also show that City employees are making sacrifices in order to preserve services for the community.
One employee group has offered up a solution. The Department Managers along with the City Manager and Assistant City Manager have proposed an overall reduction for themselves of 8% including the 2% reduction that is currently in effect; elimination of vehicle allowances and an additional pay reduction to reach 8% total.
Playing it Straight with Hope
At the last Council meeting I advised Council that I finally had some positive information to share. We have recently received proposals for our health plan and while the proposals are still under review, it looks like the City could save as much as $4 million per year ($3 million General Fund impact.) That, I advised Council, can go right back into the budget savings. Kudos to our health care plan committee and especially to our benefits staff for doing such an outstanding job of shopping for health care.

There are cruel realities in all of this budget cutting. Employees will lose jobs, those who remain will be expected to pick up more work, incomes will be cut and services will be lost. But in the end, we will adapt to a new level of operations. We will be better at figuring out how to cut costs and how to be strategic in the decisions we make about spending money. I expect us to be better at putting the right people in the right jobs and then, more importantly, letting those people do what they do best. We will figure out how to better engage the community to ensure that they get the outcomes that they want even if it isn’t always through adding services. The citizens of Tempe that are speaking up about the budget cuts know what they want in their community and together we will figure out a way to get there. Prudence, integrity and self-sacrifice will bring us success.

I personally regret all the pain that this situation causes to you and can only promise you that we will continue to try to make the best of it.
Charlie Meyer

Of Presidents' and Valentines Day

2010-02-16T14:31:00.000-08:00

History
Presidents Day, alternatively known as Presidents’ Day, (a day when we celebrate retail and auto sales and close government offices) formerly known as Washington’s Birthday, Lincoln’s Birthday or Washington and Lincoln Day and allegedly changed in order to compensate for the general movement to recognizing Martin Luther King’s Birthday in lieu of Washington’s Birthday which reminds me of my personal favorite, the now defunct Lee-Jackson-King Day celebrated in Virginia until 2000 at which time Governor Gilmore concluded that perhaps it was inappropriate to celebrate a civil rights leader along with two leaders of the Confederacy and gave King his own birthday back which does not occur on his birthday but apparently was the cause of moving Superbowl XXVII from Tempe, Arizona to Pasadena, California, none of which occurs in February.

Legenda Aurea provides no connections whatsoever with sentimental love, appropriate lore has been embroidered in modern times to portray Valentine as a priest who refused an unattested law attributed to Roman Emperor Claudius II, allegedly ordering that young men remain single. The Emperor supposedly did this to grow his army, believing that married men did not make for good soldiers. The priest Valentine, however, secretly performed marriage ceremonies for young men. When Claudius found out about this, he had Valentine arrested and thrown in jail. In the interest of making this message irrelevantly informative I share the above information.

Neither Valentine’s Day nor Presidents Day bear much relevancy to their original meaning but we continue to celebrate both and perhaps find meaning that makes sense to us. We also find meaning in the work that we do. We probably also need to evaluate from time to time whether the things we are doing as an organization still make sense. If there is any up side to this craziness of budget cutting it may be to give us the opportunity to look at what we do and evaluate if it still carries the meaning that it did when we started with it.

Highs and Lows
We had two well attended employee forums last week and look forward to two more plus public forums coming up. There were two questions that I thought went to the meaning behind a lot of the cutback effort that we are undertaking. One question was whether we are trying to achieve the level of staffing and services that we can maintain without the highs and lows that go with revenue ebbs and flows. The other question (maybe it was really a commentary) was about the accuracy of our forecasting. I think these two questions go together. Right now we are all focused on the forecasts of revenue that have us cutting the budget again. Admittedly the forecasting in the last year has been far from dead on accurate. However we have been in good company in that I am not sure anyone really predicted the current situation. But the correlation between these questions is that we weren’t really paying attention to the forecasts when they predicted that the highs that we were experiencing throughout the middle of the last decade were not going to last. Those predictions were fairly accurate. So where do we go from here? We should not ride the wave of increasing revenues (oh to have that problem) by adding staff and programs that we cannot sustain through the lows. Simple to say but very hard to do. I hope that we have learned a lesson from this that will guide us well into the future.

Charlie Meyer

Stuck on Budget

2010-02-08T09:57:00.000-08:00

Sales Tax

City Council passed an amendment to the sales tax proposition last Thursday for the May 18th General Election that would limit the additional .2% sales tax to 4 years (July 2010 through June 2014) and exempt food for home consumption on that additional tax. At the budget workshop that followed on Friday morning the Council agreed to estimate the proceeds of that additional sales tax at $8 million per year. The original estimate was $10 million and that was reduced by $600,000 for the exemption for food for home consumption. The rest of the reduction was to try to take into account our still highly volatile economy and the potential loss of some sales due to the increase in rates. So for budgeting purposes we will use an estimate of $8 million.

There was some slightly good news in the most recent sales tax report. Every month since the fiscal year started in July we have been waiting to see some improvement from last year. We look at the sales tax collected year to date to take into account seasonal fluctuations. The January sales taxes collected for sales that occur in December showed some improvement. We had been down 11.8% year to date through November and then through December we were down 10.3%. Yes we are still down 10.3% but at least it got better and not worse. Of course we will not assume that the trend has changed as a result of just one month’s collections because there can always be anomalies that can cause one month to vary. We will be looking for any trend over the next several months to see if December was just a blip or the beginning of a trend.

Budget Workshop
City Council held a budget workshop on Friday morning to review the Budget Balancing Proposal that I submitted to them a week earlier. While the workshop was intended for gathering information about the budget proposals and not making final decisions, there were some foundational decisions that did need to be made. The first business the Council took up was to decide what number to use as the structural deficit. They decided that instead of assuming a deficit of $30 million we would assume $32.5. The difference centered around the projection for when growth would start to occur in the local sales tax which largely funds City operations. The $30 million assumed that the sales tax would grow 7% in 2011-12 and the $32.5 assumed it would grow at a more moderate 3% in 2011-12. In these uncertain times a more conservative estimate seems like a wise choice. The Council also decided to use the $8 million estimate for new sales tax as reported above.

Next the Council looked at additional items that could be used to reinstate some of the proposed cuts. They agreed upon several revenue items that would produce about another $2 million and asked for additional information and research on several other items. Council also proposed to eliminate car allowances. The additional item that took the most time and deliberation was a discussion about reducing the cost of employee pay and benefits. There was considerable discussion about pay cuts, benefit changes, furloughs etc. In the end, the Council gave me direction to come up with a plan that would save $5 million per year. I will be meeting with the leaders of our employee groups to discuss options including all of the items above.
Decision Making Process
By March 4th the City Council intends to make decisions about budget reductions. Those decisions will guide us in preparing the budget for 2010-11. Those decisions will also take into account the input the Council receives between now and then. The process that the Council agreed to is to set priorities by moving individual proposals either up or down on the priority list. Doing so will either increase or decrease the likelihood of an item being reinstated. As a separate decision the Council will add revenues or other appropriation cuts as they see fit and those will have the effect of reinstating items from the bottom of the list. So the position that a proposal has on the list becomes very important. I would suggest that you take a look at the budget balancing proposal (again if you already have.) http://www.tempe.gov/budgetplan/Final%20version%20Proposal%201%2028%202010%20Main%20Final.pdf
Department Consolidation
City Council made final adoption of the Department Consolidation plan last Thursday night. That plan reduces from 8 to 4 departments including Community Development, Community Services, Finance and Technology and Public Works. The current departments of Audit, Community Relations and Diversity are now designated as offices. The Police, Fire and Human Resources Departments are not changed. The head of each department will be called a Director instead of Manager in order to conform to the general usage in City governments (we’ll still call Police and Fire “Chiefs”.) Recruitment for the 4 consolidated departments will begin immediately. The recruitment for a Fire Chief due to Chief Jones’ retirement is already underway.
Charlie Meyer

The Plan Is Out

2010-02-01T07:30:00.000-08:00

Budget Plan
As of Friday, January 29th the Budget Balancing Plan has been delivered to City Council. The list of reduction items is also subtotaled in $6,000,000 increments. There is no particular magic to $6,000,000 but it was a convenient way to block off hunks of restorations. So an item in level 3 is more likely to get cut than an item in level 5 but it is the ranking of the individual item that counts, not the level.

Does the Plan permanently solve our budget deficit?
The term we have been using is “structural deficit.” That means on a year after year basis the deficit is $30 million. If we make reductions that are permanent or add revenues that meet their estimate then the $30 million deficit goes away. So the idea is that we fix it once and we don’t keep having this conversation every year. The catch here is whether the deficit gets larger as a result of additional revenue losses. Unfortunately, there are no guarantees on that.

Putting It Back
The original plan was that City Council would have some $7.6 million in excess cuts to put back as restorations. As it works out that $7.6 will not be available but the format allows us to look at revenue items as potential restorations and use them the same way we would have used the excess cuts. So if the Council agreed on a specific revenue item as being a viable option, that revenue item could be used to restore those items at the bottom of the list and then continue to work their way up with additional offsets. That parking lot of options is called the “Short Term Restoration Opportunities” list. The idea is that you backfill from the bottom up.

What are “Short Term Restoration Opportunities?”
The short term opportunities are by and large items that I chose to pull out of the $30 million reduction plan because I was not sufficiently confident that I could count on the savings or in most cases the revenue. While many of these items may be feasible, it will take discussion with City Council to ensure that the support is there to implement the idea and count it toward solving our deficit.

What are “Long-Term Savings/Revenue Opportunities?”
The long term opportunities are ideas that have merit but need more work done and are unlikely to be available by July 1, 2010.

Sales Tax
What is going on with the idea of an increase in the sales tax? At the January 7th City Council meeting the Council passed a “placeholder” referendum item calling for a .2% increase in the City’s sales tax. That item was discussed extensively at the January 28th Council meeting and the Council proposed two significant amendments. The first amendment is that the sales tax increase of .2% would sunset on June 30, 2014 (it would start July 1, 2010). The second amendment is that food purchased for home consumption would be exempted from the .2% increase. The second amendment would reduce the sales tax generated during the 4 year period by about $650,000 per year. The first amendment would require us to develop a strategy for what to do when the sales tax sunsets in four years.
City Council will need to take formal action on February 4th to enact these proposed changes.
There was also a lot of discussion on the 28th about whether the increase in sales tax would result in significant reductions in overall sales tax collections. While we may not have agreement on an exact impact there did seem to be agreement that there could be some impact.

While the plan presented used an estimate of $10 million to be raised from the sales tax increase that did not take into account the food exemption or a drop off in sales so that number will likely get adjusted.
and are unlikely to be available by July 1, 2010.

How Big is the Hole?
The hole to which I refer, of course, is the size of the deficit. I know that we are all tired of chasing this moving target, at least I know I am. The real answer is that no one, I repeat, no one can get it exactly right. Council expressed grave concern on the 28th that the estimate of $30 million may not be conservative enough and it is hard to argue the point. The plan presented still uses $30 million and I am certain there will be more discussion on that point in upcoming meetings.

What’s Next?
The Budget Balancing Proposal will be formally presented to City Council and the community in the informal review session on February 4th and the City Council will also give formal consideration to the sales tax changes at the formal meeting. Then on February 5th the City Council will dig into the plan at a budget workshop. The next couple of weeks will be the employee and community budget forums and then we pull it all together with a City Council agreed upon plan by March 4th. Hang onto your saddle pardners.

Tempe Pilot Project
Just to end on a note that reminds us all why we are really here I wanted to share this message from Community Development that demonstrates why we are in business and how we are still innovating and solving problems creatively even in times of fiscal stress.

Community Development staff are preparing to launch a pilot project that will provide 35 units of scattered-site housing for homeless individuals from Tempe. The pilot project, in partnership with the Valley of the Sun United Way and the Arizona Department of Health Services, will serve homeless individuals who have been living on the streets for a year or more with a disability. Research shows that housing this population significantly reduces the cost of homelessness to tax payers by decreasing the use of local resources such as hospital beds, police intervention and social services. The first participants in this pilot will move into their housing in February. See attached .pdf for more information.

www.vsuw.org/news/press-releases/united-way-creates-long-term-solutions-to-end-homelessness

I am reminded of our still in the works purpose statement:

To create outstanding value for those we serve and powerful meaning for those who serve through shared vision, superior service and sustainable practices.

Charlie Meyer

Catching a Break - The Storm that Could Have Been

2010-01-25T09:33:00.000-08:00

I visited the Emergency Operations Center on Thursday morning last week and recall the comment that had been passed on from the National Weather Service that the storm could be in the top five weather events in the Valley. That helped set the stage for a storm that was showing sustained high winds and heavy rains continuing for upwards of half a day. Fortunately, we were able to shut down the EOC later that evening and breathe a sigh of relief that we dodged “the big one.” So first and foremost let me thank all the City employees who supported the effort to prepare us for this storm from the folks that got out ahead of time to ensure that every possible storm water catch basin was clear of debris to the emergency workers who prepared for every kind of havoc to the folks that provided behind the scenes support. We are glad it wasn’t worse but I am glad to have the kind of employees who are ready for whatever Mother Nature throws our way.

Now all this is not to mean that it wasn’t significant. SRP released water from the upstream Salt River dams and we fully dropped two of the four rubber bladders in the Town Lake dam lowering the level of the lake enough to accommodate the released waters. The dams worked exactly how they are supposed to work and our staff managed them with surgical precision.

But here is my favorite “story that wasn’t.” Several City employees visited with neighbors in the Tempe Royal Palms neighborhood after their homes were inundated with flood waters after a heavy storm over a year ago. The neighbors were great to work with but shared what it felt like to live in fear that each time a heavy storm was predicted that their homes would again be flooded. The City put together a proposed solution, discussed it thoroughly with the residents and then got Council support to implement the project. Then it was our turn to bite our nails when the next big event hit to see if it really worked (I’m sure the engineers would say they knew it would work, that’s why they are engineers.) Here is the response that we got from the neighbors on Friday:

The new storm water sewer line serving the Tempe Royal Palms subdivision has been completed! In spite of a few delays by SRP, the construction project proceeded beautifully. Larry Fosholt, through the support of Andy Goh, Glenn Kephart, and Tom Wilhite, did an excellent job of managing this project and the subcontractor Quest Ventures, and keeping us informed as status changed. We are delighted with the results. As of today – no flooding in spite of almost 3 inches of rain over the past 3 days.

Of course we recognize that this project and early street improvement projects would never have left the conceptual phases without the support and actions of many key people:

The following City officials were supportive of this effort:
1.     Hugh Hallman (Mayor) and the City Council - for approving construction of the new sewer line;
2.    Charlie Meyer (City Manager)– for initially meeting with the neighbors following the July 13, 2008 flooding, and supporting the public works department in getting street improvements going;
3.    Glenn Kephart (Manager of the Public Works Department) - for meeting with the neighbors and getting his department behind street improvement activities, and personally assisting the neighbors in dealing with flooding concerns immediately following the July 13, 2008 flood;
4.    Andrew Goh (City Engineer, Public Works) – for meeting with the neighbors and for directly supporting street improvements activities, and for providing the assistance of key personnel needed to get the job done;
5.    Jim Bond (Previous Asst. City Engineer, no longer with City) – for meeting with the neighbors throughout early street improvement activities, statusing progress, fielding on-going concerns, managing subcontractors, and Dibble Engineering during their study of flooding in our neighborhood;
6.    Tom Wilhite (Principal Civil Engineer) – for initially meeting with the neighbors following Jim Bond’s resignation and in getting the sewer line construction started;
7.    Larry Fosholt (Senior Construction Project Manager) – for taking charge for the day by day activities of the sewer line construction and the subcontractors, meeting with the neighbors, statusing the project, trouble shooting, lending a sympathetic ear to all our concerns, doing an all around wonderful job of supporting our neighbors and the construction.
8.    Mike Golden (Environmental Compliance Supervisor) – assisting with our initial storm drain concerns, and with providing storm drain maintenance.
We feel fortunate to live in Tempe. We thank the City and their key people for supporting our flood abatement needs.
Regards,

Bart and Valerie Nigro (E. Magdalena)
Janet and Gary Harris (E. Watson)
Bill and Mary Jurica (S. Bonarden)
Terry Schroeder (E. Magdalena)
Anna and Mike Glenn (E. Magdalena)
Jim and Carolyn Gallagher (S. Bonarden)
Don and Wanda Bearrows (E. Watson)
Alan and Yvonne Cranson (E. Watson)
Marianne Egan (E. Watson)
Sam and Betsy Duane (S. Bonarden)
Joe Ewan (E. Watson)
Ed and Carol Cole (S. Bonarden)
Mike and Phyllis Iosue (S. Bonarden)
Blanche Hooks (S. Bonarden)

We also cancelled the City Council meeting on Thursday night. Those are tough calls to make because there is important business to be transacted and people waiting on decisions but you also don’t want to force people out into the streets under risky conditions. Despite the prediction that the height of the storm would hit right during the Council meeting and a gubernatorial declaration of emergency, it turned out less dire than predicted. Better that no one was put at risk unnecessarily. Our Emergency Management Director, aka Fire Chief Cliff Jones put it this way, “You will be wrong (he used much stronger terms) 50% of the time on these kind of calls.” We probably still made the right decision. At this time, we anticipate the business being handled on February 4th.

Charlie Meyer
Editor’s Note: First of all it should be abundantly obvious, there are no editors. The Weekly is written as a communication between the City Manager and the Tempe City employees. While it is posted on my blog in the City’s website which makes it available to the public it is not written as a communication to the public. This last week the Arizona Republic asked if they could use a portion of last week’s Weekly for a column in the paper. Since they already had the content it did not make sense to say no so I agreed with the stipulation that there be a disclaimer explaining the purpose of the Weekly. Despite knowing that what I write here could end up in the news, I do not intend to start to tailor the Weekly to that purpose. As always, I welcome feedback and suggestions on content and style but I intend to keep this weekly newsletter in the informal style that I hope conveys more content than when we have to communicate in “governmentspeak.”

Is it Right?

2010-01-19T07:14:00.000-08:00

The good news that we continue to wait for about a turnaround in the City’s financial fortunes continues to evade us. We have completed our December sales tax report and also our long range financial forecast and both contain bad news. The sales tax that we had hoped would show a reversal of decline instead continues to decline. Year to date sales tax declined from a negative 11.2% to a negative 11.8%.

We have also completed our long range financial forecast. This is a report that the City has done for a number of years on an annual basis but which we are updating on a quarterly basis during this recession. Since we are so heavily reliant upon sales tax as a revenue to run City operations it tends to drive our total revenue forecasts. So we seek advice from the economic forecasters and then adapt that information to our own specific circumstances in Tempe and use our best judgment to forecast our own revenues. That picture is not pretty. Last year we forecast that we would bottom out by now and start to see a recovery. We also forecast that we would see an increase of 3% in sales tax in 2010-11. We are now forecasting that we will be negative 10.5% and continue to be negative through 2010-11. The really frightening part is that despite our best efforts to get it right one is left with the lingering ache in the pit of your stomach that we could still be estimating too optimistically.

We are now planning for a $34 million deficit in 2010-11 and 2011-12 and for $30 million in the following years. That means we have a structural deficit of $30 million and at least a temporary deficit of $34 for the next two years. When we started the budget process in October we were planning on a $22.4 million deficit and set a reduction goal of $30 million to provide Council with some room to move options around. The budget plans that we developed deal with a $30 million deficit and no longer leave us any room to move.

There is an awful lot of buzz out there about the departmental options that were developed for dealing with the shortfall. Tempe made two decisions that are putting us in the news before other cities. We started the budget process early and we decided that we would make the departmental reductions available to you and in turn to the public. Other cities have handled that differently. In speaking to other city managers though, the extent of the revenue shortfalls is across the board.

I was asked by a reporter this week whether the reductions options that are out there are a “scare tactic.” Interesting questions since the options that are out there are definitely scary. However, a scare tactic would mean that we put options out that were never intended to be implemented, only to cause public concern. I do not believe that to be the case. The Police cuts are causing the most conversation. The Police Department cuts are a bit different than the rest of the City in that last year a number of restorations were made to the Police budget on the premise that we would receive a COPS grant that would pay for the restorations. Since we did not receive the COPS grant the Police Department was left with addressing both that restoration of $1.4 million as well as their target for 2010-11.

These are times that can cause us to turn against each other, trying to gain advantage for one department over another, one employee group over another or even one employee over another. That is the reason that Dr. King’s words, obviously spoken for a very different circumstance seem relevant to our current situation. We have to try to do what is right. I find myself, bombarded with budget decisions, going back to trying to do what is right.
Charlie Meyer

2010

2010-01-11T09:22:00.000-08:00

Imagine it’s December of 2010 and we are doing our retrospective on the year. What I would hope for is that we find our financial situation stabilized. Our revenues are no longer dropping and are in line with what we projected. We have gone through our Departmental Consolidation and are starting to get comfortable with the new structure like a new pair of shoes that is starting to get broken in. We have dealt with the loss of significant staffing reductions and we are starting to get figured out how we maintain our high standards of service with fewer of us to do so. In other words, we find ourselves saying that we have been through the worst of this turbulent storm, came out the other side and from there we begin to rebuild. That is my hope for the new year.

Here is what the pending storm looks like from January 2010. The Departmental Budget Reduction recommendations have been submitted and look every bit as bad as we expected they would. The reports from the various departments will be posted on the City Website on Monday (as of this writing I don’t have the link yet.) The department reports are intended to be recommendations to me on how we could accomplish closing a cavernous budget gap. They are neither the total City plan nor things we necessarily want to do. However, we want both you and the public to know the scale of what is going on.

What does it all look like? The overall picture is still ugly. There are no indications that revenues have hit bottom and have turned around. Our December sales tax continued to drop from year to date last year. As you can well imagine, construction sales tax is still very low and there is not much in the hopper to change that soon. Staff will be presenting the financial forecast to the City Council on January 21st but we are not planning on breaking out the champagne in presenting it.

The budget recommendations from the City departments are also decidedly unappealing. Each department was given a budget reduction target to accomplish and that is what they have presented – a way to reach the target. So the recommendations are not a compilation of what each department wants to do but rather what must be done in order to reach the reduction target. Right now those recommendations are only done on a department by department basis and do not represent a comprehensive City wide reduction plan – that is what we are working on now to be delivered to City Council in late January. But those individual department recommendations are what will be on the website Monday.

With 250 pages of recommendations it doesn’t make sense to try to summarize them here. Obviously we are looking at reductions in service levels to the community. Since the way we deliver services to the community is through our employees, the largest direct impact is the reductions in staffing which result in reductions in service, and those reductions are significant. At this time, with all the reductions in, we have 245 full and part time positions that are proposed for elimination of which 213 are filled by employees. As the information about these potential eliminations was shared with employees throughout the last week the effect was visible and horrendous. I spoke with one long serving employee whose position was slated for elimination last year and she did the responsible thing and got right on getting placed elsewhere in the organization. She had just found out that the position she had just moved to was now up for elimination. She felt betrayed and hurt. I understand. That was the awful scenario that I dreaded – double jeopardy.

I have asked the Human Resources Department to prepare recommendations for how to address the real humans who occupy those positions. Those recommendations will include unemployment benefits, medical coverage, severance, outplacement services, bumping process, internal placement, supportive counseling services and even voluntary separation incentives. While we will continue to work on this over the next several months, I expect to make some general recommendations to City Council with the budget plan in late January. As the process continues and recommendations become decisions, the Human Resources Department will be working with employees to sort through their individual options.

Will there be layoffs? Layoffs are a last resort. That is City Council’s policy preference and certainly is staff’s as well. Last year we avoided layoffs by implementing a voluntary separation incentive plan and deferring any involuntary separations by 18 months. While those efforts have been very successful so far in avoiding layoffs they were also extremely expensive. I can say unequivocally that we no longer have the financial resources to fund those kinds of measures. By June of this year we will have reduced our fund balance from $74 million to $24 million. If we don’t take the steps necessary to cut the budget we will be out of operating money before the next fiscal year is out. We don’t want to be in a position of selling off City Hall in $5,000 coupons to creditors to raise cash like the State of Arizona is proposing. We have to be extremely cautious about how we manage our remaining fund balance to avoid running out of money. So while no decisions have been made, we are truly facing last resort decisions.

Speaking of last resort decisions, last October the City Council gave direction to staff on a variety of budget policy issues with rank order preferences. At the top of the list were departmental consolidations and near the bottom were sales tax increases and layoffs. Last Thursday night, the City Council approved first reading of an ordinance to implement the departmental consolidations. They also passed a resolution that would authorize a voter referendum on a sales tax increase of .2%. The Council made it clear that they were taking this action as a “placeholder” in order to preserve the option. Since the Council was clearly not eager to increase the City’s sales tax as evidenced by the direction given last October, there has been very little discussion of an increase. But the elections process requires that any referendum to be referred to the voters be acted on 120 days prior to the election, in this case, January 18, 2010 for the May 2010 election. So the Council action from last week protects the option of referring a sales tax while staff researches and Council deliberates its merits. All that action still has to occur pretty quickly so we have about a month to decide and either pull or move ahead with the referral to referendum.

A sales tax increase of .2% would produce between $11 and 12 million at current collection rates. Council has asked staff to pull together analysis about whether such a sales tax increase would have a chilling effect on sales in Tempe and result in lower collection rates like the way bus fare increases often reduce ridership. That information will be provided to Council on January 21st and Council will need to decide no later than February 4th.

While the sales tax discussion stole the spotlight at the Council meeting, the decision to move ahead with the consolidation of departments was also significant. The consolidation plans were prepared by each pairing of departments and recommended to Council by me. These consolidations were always meant to be part of the budget reduction plan and are. So it is a little difficult to draw the line between savings from budget reductions and savings from the consolidation effort. Our best efforts suggest that there are $2 million in savings to the General Fund and at least 18 positions and closer to $2.5 million and 25 positions City wide.

One significant change in the consolidations is that Parks Maintenance will move from the Community Services/Parks and Recreation Department to the Public Works Department. After receiving input from a range of interested parties, not the least of which would be all the employees who work in Parks Maintenance, I decided that Public Works would be a better fit. Thank you to the maintenance staff for openly and candidly sharing their opinions.

The most important thing that we can do now is to continue to communicate and keep informed on what is going on. Please do not accept what you hear on the rumor mill – check it out- and if you have information please share it. There is no sugar coating what we are facing here. Straight talk will be far more productive in getting us through.

Charlie Meyer

My Faith Will Carry Me Through It

2009-12-14T15:38:00.000-08:00

Skylar Stock
Tempe lost one of our employees this week in a tragic accident. Firefighter Skylar Stock was killed in a storm related accident while on a hunting trip. Skylar was one of those individuals who people just seemed to respect and admire. Known as an excellent Firefighter by his peers, he exuded enthusiasm for his work.

I know that all of us share in this loss and that our collective thoughts and prayers are with Skylar’s family at this difficult time and especially through the holidays.
‘Tis the season for giving
In the midst of the worst of times economically, Tempe employees have stepped up and proven that they can support others. This year we combined with our United Way campaign an effort to support our own Employee Relief Fund. There was some risk that doing so would take away from our United Way campaign. We can never know what would have been but we do know that the combined effort did top last year’s United Way only campaign.

During the campaign we heard plenty of stories of hurting from within our own employees, family members out of work etc. So combining an effort with the Employee Relief Fund gave us the opportunity to help our own employee’s families directly. The results for the ERF were terrific. There was a net increase in giving of 68% and 59 more kind souls are now contributing on a biweekly basis. All this despite reductions in the size of our workforce.

For me the upside is that I get to put on a goofy hat and apron and serve donuts and bagels to some of our City employees. Thanks to all of you for your support to our coworkers and neighbors.

Wise Choices
It is an interesting thing that when things get tight financially everything we do gets put under a magnifying glass – and that’s a good thing. Last week Jeff Kulaga and I sent a message to all department heads providing guidance on travel authorization. In essence the message was that travel is only to be authorized when it is required to do one’s job. Such a requirement could range from a police extradition to certification training. This policy guidance will stay in effect until financial circumstances allow us to provide a bit more flexibility.
Another way of accomplishing the same result is to expect people to make wise choices. As a father I once asked my daughter why she had done something that I fully expected she knew was a bad choice. She told me “You never said I couldn’t do it.” I half choked on my response “I didn’t think I had to tell you.” We expect our employees to make wise choices especially under our current financial constraints. We will also continue to provide guidance so that we don’t have to choke out, “I didn’t think I had to tell you.”
Now for fear of giving the impression that we are abandoning our longstanding commitment to employee development let’s make that clear as well. This may be as critical a time as ever to support employee training and development. We are losing lots of corporate knowledge to retirements. We will be doing more work with fewer employees and many of us are working in new areas. Those are not the circumstances under which we throw someone into the lake and tell them to sink or swim on their own. So we can support our employees but with wise choices.
For me, a webinar is not quite as fulfilling as a seminar, but it is an extremely cost effective choice. Some people find on line training to be more effective because they can learn at their own pace. It is also very cost effective. Having employees who are not adequately trained to do that which is expected of them is not cost effective. It steals productivity and frustrates both employees and supervisors. Let’s make sure we make wise choices.

My faith…will carry me through it
I received the following message in response to the last Weekly:

“I know this is not a top priority, but if you can explain simply why we are where we are, that would give me some peace. I think it would do some good for other employees too. Being at the bottom of the seniority chain I don't plan on my job being around for very long, but I don't worry. I don't want answers to questions so I have something to blame. Pointing fingers takes the hands off the plough. I just want to know... maybe to learn. If I have no job with the City in few months, I will not fear. My faith and my knowledge of who I am will carry me through it.”
My concern in responding is only that I take something away from the incredible message above, but a request to “explain simply why we are where we are” demands a response. Providing a complicated answer is easy, explaining simply is a challenge.
There are two reasons, in my opinion, why we are where we are. The greatest reason is that our income has fallen further than any of us expected. The City is funded largely by sales tax and we have dropped 20% from two years ago. The second reason is that we took on more expense than we could afford even without that shortfall. We took on expenses that assumed continued growth in revenue. So now we have to correct our course so that we can keep our expenses in line with realistic revenue estimates. Easy to say, hard to do.

Quote from Albert Einstein
“Life is like riding a bicycle. To keep your balance you must keep moving.”

Charlie Meyer

ON TARGET

2009-12-11T11:55:00.001-08:00

We are moving the budget process from the general to the specific. Over the last several weeks Budget Reductions Results Teams have been hard at work preparing recommendations for solving our budget problems. Those teams will produce their results by December 18.

One team was asked to complete its work early. The Target Reduction Results Team completed its work early so that we could distribute reduction targets to the various departments. The recommendations were combined with an across the board formula using a two for one ratio of non-public safety to public safety. Those targets were given to Department Managers on December 3rd in the attached (City Manager Budget Memo.) http://www.tempe.gov/budgetplan/Charlie%20Memo.pdf

An important issue to understand is the total amount of reductions in the targets. I have set the total amount of targets at $30,000,000 rather than at the estimated deficit level of $22,400,000. The reason for setting a higher target is twofold: to allow City Council the flexibility to set priorities within the proposed reductions as well as to allow for continued uncertainty in the economy. On the first point, if the deficit estimate is right on at $22.4 million then when the Council reviews all the proposed reductions if they decide to reinstate some program or service level that can be done up to the amount of $7.6 million. If the total target was set at $22.4 million and the Council chose to make some restoration we would have to go back through the process of requesting additional reductions from each department. The downside to this approach is that we will be identifying some reductions which may never get implemented.

The continued uncertainty in the economy is especially unsettling. We are not yet seeing signs of a turnaround in our local revenue through November. Additionally, the economic gurus for Arizona met last Wednesday and predicted a continued weak economy. So while we are still hoping that the $22.4 million will hold we also have to recognize the reality that it may not.
Each City Department is now working on preparing a set of recommendations for budget reductions that meet the target. The Department Manager will receive the recommendations from the various results teams and are expected to incorporate those recommendations to the greatest extent possible into their department’s plan. So another key understanding is that nearly all budget reductions will be reflected in the Departments’ plans. The exceptions might be some City-wide, non-departmental revenue or non-departmental cost such as health care. Savings that would result from departmental consolidation will also be reflected in the departmental savings area.

These departmental plans are due to the Finance Department by December 31st. We will then immediately go to work melding those various departmental recommendations into a single plan for City Council review which will occur starting in the first part of January. After that we will start our series of employee and public forums again to gain input on the plans.

Based on feedback from City Council we are continuing to work on the departmental consolidation plans in greater detail. The action to authorize those consolidations would not occur until we have provided the greater detail to Council. That will also allow us to look at the consolidations in the context of reviewing the overall budget reductions in January.

I have received a number of questions about possible layoffs, severance and separation incentives. No decisions have been made about any of those issues. There are significant differences between the situation now versus a year ago. Since our fund balance is largely depleted we are not in a position to delay position reductions for a year or count on using fund balance to pay for severance and separation incentives. We will have to be much more conservative in considering those options.

Finally, I struggle with how to close out this week’s message having just dealt out a lot of brutal realities. I come back to the story from “Good to Great” about Admiral Stockdale helping the POW’s through years of captivity in Vietnam. He said, “This is a very important lesson. You must never confuse faith that you will prevail in the end – which you can never afford to lose – with the discipline to confront the most brutal facts of your current reality, whatever they may be.”

We are all in this in order to create outstanding public value to the people we serve and we will, together, figure out how to do that.
Charlie Meyer

HAPPY THANKSGIVING

2009-11-23T09:03:00.001-08:00

There is so much to be thankful for. As I think about the last week, typical in many ways, there are many examples of how much there really is.

I almost attended the opening of the Arizona Ironman. I say almost because I told my wife we had enough time to stop to get me a cup of coffee and still make the start of the race. Do you know that the race starts exactly on time at 7 AM? I do now. But the Ironman is both testimony to what a great community we have to be able to attract such a prestigious event and to be able to run it like clockwork, literally. The organization, planning and support are done so well that the event is a pleasure for the participants and the community. So thank you to the event organizers, especially Travis Dray who heads up the City's organizing effort. Also, thanks to the many staff and volunteers who make the event successful. Thanks to the firefighters who get to treat people for hypothermia and heat exhaustion in the same day! Thanks to the police who do such a great job handling traffic and minimizing disruption to the public. Thanks to the traffic management staff who anticipate every snag and work it out ahead of time. And thanks to all the people who clean up.

How many of you have had Thanksgiving dinner before 6 AM a week before Thanksgiving? Well the facilities maintenance and custodial staff have done it now for 30 years in a row. I must admit I was a little skeptical of gravy covered stuffing before the sun has risen but it was great. So thank you to the folks who make our buildings so workable even though we hardly ever see you working in the middle of the night and also thanks for the dinner invitation.
Thanks to the City Council for supporting efforts to balance the budget even though we all know it means taking difficult measures. Their support in putting the good of the City ahead of individual interests is what will get us through.
Thanks to the many members of our budget results teams for taking on an additional workload in addition to your regular work. The team efforts will make for a better budget process.
A special thanks to those Department Heads who are rolling up their sleeves and working on reorganization efforts in the departments that are proposed for merger instead of pursuing self interest. That is where real leadership shows through.
Finally, thanks to the members of the Tempe community. There are members of our community that are reaching deeper than they ever imagined they would have to in order to hold their lives together. Just staying housed, fed and clothed is taking all the effort they have. Thanks also to the Tempeans who are volunteering their help when others most need it.
My wife, Deb, and I love to go to the movies. We saw two this last weekend that are both based on real stories of individuals who had so little going for them that most of us couldn’t imagine how they could even go on – but they did. You might enjoy Blindside and Precious, two movies that will make you appreciate the incredible depth of the human spirit and also of human caring.

I wish you all the best for Thanksgiving.

Charlie Meyer

Consolidation

2009-11-16T07:55:00.000-08:00

Consolidation of Departments
City Council will consider on November 19th a proposal to support the consolidation of several City Departments. These proposals are generating questions and uncertainties so I will do my best to answer what I can.
First let me recap of what has been proposed. Consolidate Community Development and Development Services; Public Works and Water Utilities; Community Services and Parks and Recreation; and Financial Services and Information Technology. Those four combined departments as well as Human Resources (my apologies for calling them Human Services last week); Police and Fire would report directly to the City Manager. Additionally, the office of City Auditor would report to the City Manager. The offices of Diversity and Community Relations would report to the Assistant City Manager. The Assistant City Manager would also have direct responsibility for interdepartmental issues; intergovernmental issues and high level problem resolution.
What would we call these newly consolidated departments? I am open to suggestions. The previous department names were Community Development; Public Works; Community Services and Management Services. Please share your thoughts with me.

How do you decide who gets to head the newly consolidated departments? That’s a tough one. I have labored over that question for some time now and sought input from the effected individuals. The only conclusion that I can come to that I can say with sincerity is fair is to recruit for each of these four positions. As the number of department heads reduces from 14 to 7 the importance of having a strong leader in each of these positions increases substantially. In that context, to limit the choices to either two candidates or even as few as one without prior experience as a department head I believe is too limiting. The department heads that will lead us into the future need to be strongly based in the content area of their job as well as being a proven, capable leader.

That leadership ability needs to include extraordinary interpersonal skills, a sense of where we can take the department, strong critical thinking ability and above all – integrity. Those personal qualities plus job knowledge are what I seek in a department head. Our internal candidates may well be the persons that best represent those attributes. As I have said many times, all other things being equal the choice would be the internal candidate.
It has also been stated that this is not recruitment, it is downsizing. I can’t argue that point except to say that the position of department head (and City Manager for that matter) is an “at will” position and does not benefit from the same protections other employees enjoy such as bumping rights. The reason the system is set up that way is to ensure the flexibility needed to create a management team to meet the needs of the organization in changing circumstances. I am inviting all incumbents whether interim or permanent to participate in this process and compete with the best applicants we can attract. If they end up on top they will know they competed and won.
No determinations have been made so far about Deputy Department Managers either as to what positions there will be or how they will be filled. Those determinations will be made as we progress through the budget process over the next few weeks. We also need to respect and treasure the tremendous base of knowledge and experience that exists in our City staff.

The Organizational Consolidation Results Team will work with our current department heads to design the organizational structure that allows us to become financially sustainable and also to be a high performing organization.

I got a letter from an individual this week that voiced the concern that if Public Works and Water Utilities are merged that the City’s water quality would be in jeopardy. I have spent enough time with the staff in the Water Utilities Department to know that despite the loss of a great deal of experience through retirements and whatever other changes may come their way that they are smart enough and are so deeply committed to providing safe water to this community that they would not allow that to be compromised. Those employees plus many others like them throughout the City are what allow me to sleep at night.
Charlie Meyer

THE WISE WHYS

2009-11-09T09:11:00.000-08:00

The Wise Whys
I just got a message from a City resident who has been tracking our budget challenges. He reminded me of a technique that is simple to explain but very hard to do. Here it is: ask the question “why?” five times. As we think about how to address cost savings we can use this technique on questions from the simple “Why do we prepare this report monthly?” to “Why do we provide this service?”

For example, why do we provide this service? Why did the City Council direct this service to be established 20 years ago? Why are we still doing it 15 years after the problem was resolved.... and so on?

We have employees and committees and residents that are asking these kinds of why questions about the way we do business and the services we provide as we examine how we can get better in the midst of a budget crisis. I have used this technique and I have found that I can usually get to the bottom of the issue before using all five “why”. Please try this in your work environment but first explain what you are doing to avoid a punch in the nose. Under no circumstances should you try this technique with your spouse.
Employee Budget Forums
We had three terrific employee forums this past week. Actually, the Mayor and I had a brief dust up at the Council meeting over whether the plural of forum is forums or fora. (You would hope that the Mayor and City Manager had more important things to worry about.) Anyway the most prestigious reference source that I could conjure up, Wictionary, says “The English plural forums is preferred to the Latin plural fora in normal English usage.” BTW I did take Latin in high school.
I say the forums were terrific because they were well attended; there were a lot of excellent questions and some really good suggestions as well. If you were able to attend, thank you for coming and for staying informed. If you were unable to make any of the forums and are still interested you can visit the City website or our employee intranet site under Budget Forums or you can attend one of the public forums below.
Public Forums
The Public Forums are scheduled for Tuesday, November 17th at 6:00 PM at the City Council Chambers and on Wednesday, November 18th at 6:00 PM at the South Police Station at 8201 S Hardy Drive. Employees are certainly welcome to attend and you may get a sense for community feeling on budget and service issues. As we did with the employee forums, most of the time will be allocated to Q and A.
Organizational Consolidation
The proposal outlined in the last Weekly to move from 14 departments to 7 and to merge several departments will move forward to City Council for formal consideration on November 18th. All the feedback that I have gotten on this issue have suggested that if we are going to make those changes that we should move on it as quickly as possible so that budgeting and planning can begin. To that end, the proposal will move forward to Council but there will plenty of detailed work to be done in the weeks and months ahead in order to get it done right.

What does getting it right mean? City Departments are not blocks on an organization chart. They are collections of employees grouped together to accomplish a particular purpose, to achieve an outcome for our community. There are an infinite number of ways that those employees can be organized and some ways will accomplish the purpose better than others. The intent with these changes is to help us in the aim of being a high performing organization. You will remember the definition of “Creating outstanding value for those we serve, creating powerful meaning for those who work within our organizations, and doing both of these things over time.”

Right now we are very focused on creating outstanding value for those we serve with fewer resources. Departmental consolidation can help do that. But we also want to create powerful meaning for those who work in those departments. That means that the meaning has to be recognized by leadership and make sense to the employees. The only way that we can make that happen is to have your voice heard. Think about the value that you are creating for our community and make darned sure that it does not get lost in the confusion. We are counting on every single one of us to make this work.

One Organization – The City of Tempe
I got a message several weeks ago from an employee who had just completed a Leadership Development Program class. This is the message:

“Earlier today, I spoke with Gretchen Maynard of TLC regarding comments I provided on a post-class survey - re: LDP IKI - 7 Habits for Managers. Within my commentary I observed that the course would provide a clearer point of reference and greater understanding of our organization as a whole. In the past, each Department made determinations on management training (Departments operated independently on their training cultures). My own experience in Development Services has provided me with opportunities for professional growth and leadership development through the Pacific Institute and group performance development through the Childress Group. From both experiences, I garnered positive practices to utilize professionally and personally. Yet, something was lacking. Interdepartmental teamwork and cohesiveness.

For want of a better phrase, "I'll cut to the chase" (I started this email at about 1:00). It is encouraging to have all Departments "on the same page", in the same program. Through LDP II - 7 Habits for Managers, we are being provided with the essential skills to work as a team to achieve the goals and objectives necessary during this difficult time. This is a refreshing change and is much appreciated.”

Departmental affiliation and organization is at the same time critically important to the good of the organization and can be a deterrent to high performance and creating outstanding value. We will do whatever is necessary to ensure that “The City of Tempe” has systems in place to manage and measure performance and make sure that all employees know what is expected of them. Let us move beyond “Yet, something was lacking.”

Recognition for our Transportation Program…and for Oddvar
The Transportation Program, Tempe in Motion, received an award Oct. 27 from the Clean Air Campaign for its comprehensive bicycle program. The Clean Air Awards recognize the best clean air and alternative transportation programs in Maricopa County. The city received the award for implementing an outstanding bicycle program by encouraging commuters to use bicycles as an alternative mode through improved facilities, educational programs and events. Annual bicycle events include the Tour de Tempe community bike ride, Bike to Work and School Day and the Bike-a-Palooza. A City of Tempe employee, Oddvar Tveit, received the outstanding bicyclists’ commuter award from the Clean Air Campaign. Oddvar has ridden his bicycle to work everyday since June 2003 racking up more than 27,000 miles on his bike. His dedication is paramount as he has made commuting by bicycle a staple of his life.
Green Street Tempe Party:
Tempe is taking it to the streets – in a big, green way. Downtown Tempe is the place to be for some good, green fun on Tuesday from 6 - 9 p.m. You can shop Tempe’s carbon-neutral Market on Mill and Green Scene, featuring products created by local artists, growers and crafters; hear some great local musicians and performers at Music on Mill, celebrating Tempe’s vibrant music history; or have Drinks and Discussion at one of Tempe’s many charming restaurants. You can also bid on sustainable dog houses, visit the Market Garden, see a green film, and visit ASU Art Museum’s Defining Sustainability exhibition – among a variety of other fun, sustainable activities. Please visit www.destinationtempe.com for more information.

Charlie Meyer

Difficult Choices

2009-11-02T09:17:00.000-08:00

Budget Central
The budget results teams are all in full swing. Two teams are on a somewhat shorter schedule than others. The first of those is the reduction target team. In order for all the work to be undertaken in earnest it will be necessary to set targets for reductions. So that team is working to make recommendations in about two weeks.

The other team that is a bit out in front is the Organizational Consolidation Results Team. After a couple of initial meetings we (including me) decided to “float” a concept for consolidation. The consolidation concept was presented to the Department Managers and to the Six Sided Partnership last week and will be presented to City Council this coming week. The concept that has been floated is to consolidate 14 City Departments into 7. Those seven departments would report directly to the City Manager. The specific consolidations proposed include merging Community Services and Parks and Recreation; Public Works and Water Utility; Community Development and Development Services; and finally Financial Services and Information Technology. Police, Fire and Human Services would remain the same. The current departments of Audit, Diversity and Community Relations would be designated as “offices” the same way that the City Attorney’s Office, the City Clerk’s Office and the City Manager’s Office are designated. Audit would continue to report directly to the City Manager and the Diversity and Community Relations Offices would report to the Assistant City Manager.

Why do all this? While the primary purpose is to achieve budget reductions by reducing management positions it is also necessary to consolidate in order to achieve maximum efficiency and effectiveness at all the levels of operations and to accomplish the optimal reporting relationships to the City Manager’s Office.
While this proposed concept is not a done deal I would say that I believe it is the direction that we need to move if we are going to make it through this next round of budget cuts. Plenty more discussion on this to come.

Leadership
The following quote was provided to me by Wendy Springborn-Pitman from a leadership program she is in. The quote seems particularly appropriate to the challenges that are facing us now. I know that even floating the concept of the organizational consolidation is very difficult. It is my hope that all of us can look at these budget challenges from the perspective of what is good for the welfare of the group.

“Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. It's inevitable, if you're honorable. Trying to get everyone to like you is a sign of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the people who need to be confronted, and you'll avoid offering differential rewards based on differential performance because some people might get upset. Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally "nicely" regardless of their contributions, you'll simply ensure that the only people you'll wind up angering are the most creative and productive people in the organization.”
~Gen. Colin Powell
Charlie Meyer

Piling On

2009-10-28T12:20:00.000-07:00

That’s what it feels like these days – piling on. We are all working very hard to try to address our fiscal crisis and every time you turn around it seems like there is more bad news to deal with. With this Weekly I would like to try to let you know more about what we are doing here in Tempe with budget and also give a little context. The following article appeared in a Colorado Springs news story last week. The story was mostly about how people could not get into a budget meeting and simply shows that we are not alone and that this is not easy stuff.
COLORADO SPRINGS, COLO. -- An overflow crowd piled in to city council chambers Thursday night to talk about severe budget cuts. The city of Colorado Springs says falling sales tax revenues have forced them to make deep cuts in the budget for 2010. Among the proposed cuts: 53 police officers and 34 firefighters. There would also be no city bus service on weekends or after 6:45 at night. And 128 city parks would no longer be maintained. So many people wanted to talk to city council about the proposed cuts that there wasn’t enough room for everyone. There were so many people, in fact, that at one point it was unsafe.
The law requires that the city budget be balanced. So if the money isn’t there, council has little choice but to start making cuts.

…and from The Grand Canyon State

The following chart is from a presentation at last week’s Arizona Joint Legislative Budget Committee showing that the State of Arizona has a structural deficit of $3.6 billion (yes that’s billion with a “b”). As much as I see our budget situation as daunting, I don’t even know how to imagine a deficit of $3.6 billion on a revenue base of $6.4 billion.

I am not sure which is scarier, the huge decrease in the Revenue Sharing (money shared with the cities) estimate or the error in the subtraction. Either way, this spells more bad news for cities in Arizona.

What We Are Doing in Tempe
Last week I wrote that we would be creating a series of budget results teams to help work on various aspects. Those teams have been created and are starting to meet. We asked the team chair and vice chair to recommend team members which were in turn approved by me. Cecilia Robles, Budget Director, and I have been meeting with the chairs and vice chairs to get clear on purpose.

Employee Suggestions
As implied by the appointment of an employee suggestions team, we will have a process by which you can have input. Once the employee suggestions results team gets underway we will inform you more about the process we will use. Last year we got terrific results from requesting your suggestions but we also got a little overwhelmed with how to handle the 800+ suggestions. By giving ourselves a bit more time we hope to improve on last year’s experience.

Communications Plan
To provide Tempe’s many stakeholders – internally and externally – opportunities to learn about and offer feedback on the City of Tempe’s 2010-11 budget. The ultimate goal would be a budget that is made even stronger by the informed input of these stakeholders.

Plan summary
In a two-phase approach over the coming months, Tempe will interact with its employees, residents, businesses, retirees and others to inform them about the extent of the city’s budget issues in 2010-11 and to engage them in being part of the solution. The first phase of the plan, generally from early November through mid-December 2009, will aim to inform internal and external stakeholders about the reality of the 2010-11 budget issue and to get their input on possible solutions. The second phase of the plan, generally from early January through early March 2010, will aim to inform all stakeholders about the city’s proposed solutions to the budget situation and to get their feedback.

This plan looks at a streamlined approach for collecting and distributing feedback from internal and external stakeholders. In the 2009-10 budget process, we employed one external Web address and one feedback form; that is recommended again for 2010-11. Using one feedback form that asks writers if they are employees or community members seemed to work well. All feedback was collected and displayed on the www.tempe.gov/budgetplan Web page. Opportunities will be presented to provide early input about solutions through employee and community forums.

Community forums
To be called “Tempe Budget Community Forums,” the communication team will help arrange and promote a series of briefings for external stakeholders. We recommend two briefings in November (when we will describe the issue), and 2-4 more during the mid-January to early March time frame (when we will describe the draft solution). During these briefings, Charlie Meyer and Budget Manager Cecilia Robles will inform community members and discuss the process that we are using to address the budget and how they can be involved. Locations in north and south Tempe were chosen. In terms of feedback from the community, the Internet-based feedback form available (see budget link above) will be heavily stressed. Should any residents need or prefer hardcopy feedback forms, they will be made available at the sessions.
The schedule of the first round of community forums is:

Tuesday, Nov. 17, from 6-7:30 p.m.
City Council Chambers
31 E. Fifth St.
* This forum will be taped by Tempe 11 and placed online.

Wednesday, Nov. 18, from 6-7:30 p.m.
Tempe Police South Substation auditorium
8201 S. Hardy Drive

The second round of public forums has not yet been scheduled. They will take place between mid-January and early March.

The community forums will be promoted through all available means. A summary of the questions asked and answers given can be posted to the budget link page above and, partially, to the City Manager’s blog postings. In order to maximize staff time and avoid many different presentations to Kiwanis, Rotary, ASU and other groups, these community briefings could be promoted to external partners and organizations as their opportunities to be briefed on the issues.

Throughout both the “explanation” and “solution” phases of the 2010-11 budget, the online feedback form will be stressed as the main input vehicle for employees, retirees, residents and the business community. The form will remain unchanged from the 2009-10 budget process, with space for writers to disclose their names if they choose. Language on the form and on the Web page will make it clear that all comments will be sent to the Council and will be public records available to media and any other requestors. Comments are compiled and released on the Web page.

Charlie Meyer

A Meaningful Graduation and More by Assistant City Manager, Jeff Kulaga

2009-10-14T16:16:00.000-07:00

Public service that warms your heart:
On Wednesday night, I had the opportunity to attend the annual Family Self-Sufficiency Alliance annual graduation event. To provide a little background, this alliance is a collaboration of self-sufficiency programs from the cities of Chandler, Mesa, Tempe and Scottsdale. These cities work together to assist and support program families in their efforts to achieve economic independence and self-sufficiency though job training and education. Here in Tempe, our incredibly caring Housing staff in our Community Development Department offer the necessary support, utilizing opportunities with schools, employment centers, businesses and nonprofit agencies, to help families achieve. At the event, 14 families celebrated their graduations and 4 others earned Special Effort Awards.

Most heartwarming were their stories, since all graduates experienced tough times and hardship. Many of them shared these difficulties, which caused everyone in attendance to reflect on their own good fortunes. Yet, graduates also shared words like: goals, dreams, drive, “make a better life for my children” Determination, motivation and dedication were obvious - these graduates were not to be denied. The spirit of “I can and I will” was felt throughout the evening. The joy of graduating from this program brought tears to many because life changing achievements were realized. Through this program, graduates earned college degrees, technical job training (one in mortuary sciences), and financial stability. A few even earned homeownership.

The Family Self-Sufficiency Alliance is a clear example of the subtle success we deliver through our City of Tempe services. Working together with other cities, 14 families are better prepared to face life’s challenges. Our Housing staff in Community Development has made a tremendous difference in people’s lives. Public service, noble service = subtle success = changing lives for the better.

Practice, Practice, Practice:
On Tuesday afternoon, I had the opportunity to participate in the 2009 Table Top Mock Disaster Exercise. First, a hearty Thank You goes out to the 100 or so people, representing all of our departments, who took part in making the exercise a success. The objective of this and previous business continuity drills is to practice restoring city services after any event that compromises employees, buildings, equipment or systems. Tuesday’s practice drill allowed everyone to work together to manage and deliver services after we experienced mock increased absenteeism due to folks out sick because of the H1N1 flu virus.

Over the past year or so, all departments have been developing business continuity plans to prepare for these sort of events. It was clear that departments have been preparing well because Tuesday’s drill was a success!! Teamwork was evident, details were handled without anyone breaking a sweat and mock services were delivered. Many thanks to everyone who participated and thanks to all departments for making business continuity planning a key part of your work tasks.

As mentioned last week, for H1N1 Flu Virus information, check out www.wearepublichealth.org, or on the City intranet page under Hot Topics, and clicking on Flu Information.

Tempe Weekend Happenings:
It’s that time of year again when festivals and fun happenings are plentiful. I hope you have an opportunity to take advantage some Tempe events and activities happening this weekend:

The 11th Annual Tempe Tardeada, honoring Hispanic Heritage Month, takes place Sunday, October 11 from noon to 8 PM at the Tempe Community Complex. Enjoy live music, dancing, exhibits, food, activities for the kids and more! For more information check out: www.tempe.gov/tardeada/.

And tomorrow, Saturday, October 10, the eclectic Tour de Fat takes also takes place at Tempe Town Lake from 9 AM to 4 PM. Enjoy the costumes and decorated bikes of the parade participants, good music and entertainment.

“Let's take the good times as they go, and I'll meet you further on up the road”
Bruce Springsteen

Enjoy the weekend!

PERFORMANCE MANAGEMENT

2009-09-29T11:37:00.000-07:00

Employee Relief Fund

The Tempe Employees Relief Fund raises money from voluntary activities and employee contributions for the purpose of assisting employees with monetary relief when faced with a financial crisis created by circumstances beyond the employee’s control. What are the chances of that happening in this economy? As you might well expect the help has been much needed of late.

For example, the fund has provided over $40,000 since July 2005 but has assisted eight employees just since July 2009 with $5,550. The fund is now at its lowest point since it was established and there is a real risk that funds will not be available for all the requests. Assistance is usually provided for paying delinquent rent, mortgages and utilities and is paid directly to the lender/provider not to the employee.

How can you help? You can make a voluntary employee deduction at a minimum of $.50 per paycheck or a one time donation. Please consider doing so. For more information check https://www1.tempe.gov/erf.

High Performing Organizations and Performance Management

Last Wednesday the Human Resources Department sponsored the first of what could be many discussions on a performance management system for the City. My sense was that the meeting was a great start to the process. We had representatives from all our employee groups and from a variety of roles and departments in the City. With nearly 40 people in the room you would not have thought that we had to leave too many people out but unfortunately we were way oversubscribed with volunteers.

My suspicion is that people came with a broad range of expectations including: another gotcha system; more paperwork, time and effort that I don’t have; we really need some system; it failed before; we already have one in place and I could go on.Jon O’Connor provided the group with a copy of an article that helped to set expectations for this committee. The article starts out by stating that “Traditional performance appraisals are ineffective tools for increasing employee productivity. As a matter of fact, they are ineffective by design.” It goes on to add “Employees want feedback, not appraisal.”

I was asked to speak to my expectations for a performance management system and I stated that it is definitely not an annual performance appraisal used for the purpose of documenting last year’s performance. The system would be a constant two way communication between the employee and supervisor providing feedback to both. That ongoing communication would include mutual goal setting; the employee’s role in accomplishing team goals; the resources necessary to accomplish those goals and a continuing review of progress. There should be regular feedback on performance on both an impromptu basis as events occur as well as on a scheduled basis. A performance management system can also include the existing systems Tempe has in place for Performance Development Plans and Personal Improvement Plans.

In brief, we have lots of good people working on a system that will provide employees with the feedback that they need to know what is expected of them and to have the tools they need to meet those expectations. I am confident that together we can come up with a system that will lead us to the last criteria for a high performing organization (yes, I did skip one for those of you who track those things.)

“6. High-performing organizations have a specific strategy for dealing with "straddlers."
Over the years I've observed that within every organization, 5 to 10 percent of the workforce will lead the effort toward sustained excellence. They buy in quickly and are comfortable out in front. There are also 1 to 2 percent who don't get it and never will get it. What high-performing organizations never lose sight of is that most employees want to do well and make a difference but hesitate to embrace changes designed to improve their organization until they understand the impact those changes will have on them. Organizational leaders must ask, "What can I do to consistently move those employees from straddling the fence to being committed?"
I hasten to add to the straddlers criteria that it is not about firing people. It is about finding the right job for a person’s talents, clarifying expectations, creating an open environment in which impact of changes can be discussed and problems can be discussed and rectified early and most of all giving employees a good reason to commit.

Charlie Meyer

Creating Powerful Meaning

2009-09-14T11:58:00.000-07:00

If creating powerful meaning for those who work within our organizations is one of the primary jobs of leadership then Tempe has a leg up. I am constantly reminded by our employees that they understand the powerful meaning in what they do. The leadership challenge that I face is to show that we support you in the good work that you do… and to do that over time.

My opportunity to provide leadership to this organization came close to getting cut off this week. The City Council provided a vote of confidence to me to continue my role in providing leadership to you, but there were 3 “no” votes. The resolution that the Council voted on was not required but was added late by a Councilmember to last week’s City Council agenda. There was no renewal of a contract term because my employment contract with the Council has no term, I serve “at will.” Obviously, there was no need to address compensation since that isn’t changing (unfortunately for any of us.) The late add to the agenda would be “confidence/no confidence” type of vote. Council had already met with me in executive session several weeks before and provided feedback on my performance evaluation.

At this point in time I am left with far more questions than answers as to the reasons for the vote. I will continue to work with all the members of City Council to try to find out if there are far deeper reasons for the “no confidence” votes than those articulated in the performance review which was generally constructive.
As I reflect on what gives me powerful meaning in the work I do it is reflected in the events of what would otherwise be a normal week in the life of a City Manager. As Police Chief, Tom Ryff, and I walk the streets of downtown Tempe last weekend at 1 AM after an ASU football victory in order to get the feel of the street we encounter downtown patrol Sergeant Heather Penner. While she is explaining how things are going in downtown and how they undertake their patrol duties she laces the conversation with the clearest expressions of powerful meaning that you could imagine. She explains how the members of the downtown patrol understand how critical to Tempe’s image it is to have a fun and safe nightlife in downtown. She also displays what I considered a profound understanding of what constitutes the right balance of policing in order to accomplish both fun and safe. There is both powerful meaning and high performance going on there.

On Friday I visited the South Tempe Water Treatment Plant. Team lead, Brad Fuller schooled me on how we can mix powdered carbon and alum with raw water for the purpose of attaching itself to the total organic carbons (TOC) so that it can be separated from the water and help us to comply with Federal Safe Drinking Water standards (see Brad, I was paying attention.) They explained how they can provide outstanding value for those we serve by taking this and dozens of other relatively inexpensive measures to achieve safe water that is compliant with standards and avoid tens of millions of dollars in capital costs and reducing energy usage. These City employees don’t need me to tell them what to do, only to understand that they are capable of figuring it out for themselves as long as they know they are supported in that work. There is both powerful meaning and high performance going on there.

Last week a group of employees met at my request to evaluate the purpose statement for the City organization that we have been working with since last fall and see if they could improve on it and also figure out how to do so in a way that was meaningfully inclusive. Of course they succeeded in both. Here is the statement they came up with:

To create outstanding value for those we serve through shared vision, superior service and sustainable practices.

Now they are working on how to really engage the rest of you in testing that statement. They decided to ask in as many ways as possible how we are doing at that purpose as a way of validating if they got it right. There is both powerful meaning and high performance going on there.

I am proud and honored to serve as the City Manager for the City of Tempe. If criticism comes as a result of any shortcomings on my part I will do whatever I can to address those shortcomings. If criticism comes as a result of my efforts to support you in the outstanding work that you do, then you have my commitment to continue to support you in that work regardless of the personal expense to me. My powerful meaning comes from supporting you in the work that you do and I couldn’t look myself in the mirror if I compromised that. We have to do that together and we have to do it over time.

Charlie Meyer

High Performing Organizations -- continued

2009-09-01T15:32:00.000-07:00

Creating outstanding value for those we serve, creating powerful meaning for those who work within our organizations, and doing both of these things over time.
These organizations are focused. They are relentless in the pursuit of their goals. They are clear about what they want the community to be and will not let the organization be diverted by the flavor of the month.

Staying focused means always, always being very strong at the fundamentals. What are those fundamentals? Well for one, knowing your purpose. To switch to a sports metaphor, an offensive lineman is there to block for the quarterback. The most sophisticated offensive plays don’t work if the quarterback doesn’t get to execute them.

You have to hire and retain the right people and train them to do their jobs well. Then you have to set clear goals and execute on them. Executing on goals means measuring whether you are accomplishing them.

I would love to hear your feedback on how you think we do as an organization in staying focused on the fundamentals. My belief is that we do very well in some areas of the City but as a total organization we have not been as consistently strong at sticking to the fundamentals and staying goal driven.

We have undertaken the Leadership Development Program primarily for the purpose of increasing our goal oriented focus. The program that we are using was developed by Franklin Covey but the concept behind it is very simple. Get clear on your purpose and then set important goals that accomplish that purpose.

Now it is important not to confuse that relentless pursuit of goals means that you can't be creative and innovative. Last week I had a conversation with Police Chief Tom Ryff about the PD primary goal of fighting crime in the community. Pretty simple and clear. That goal has to be pursued relentlessly. However, we have also been trying different ideas on how to fight crime. For example, there is an action team that is focused on certain types or locations of crimes. The PD is considering expanding that program because it is making a difference. New programs such as that can come and go but the goal of fighting crime, especially in a proactive way, doesn't change.

When someone comes up with an idea of something the City could be doing to be more effective, creative or innovative we need to create the environment in which the idea is challenged as to whether it is going to further our goals and is it consistent with our stated purpose.

We must also sustain meaning for the people who work in our organization. Most of us who choose public service do so because we want to make a difference. We want to help individuals, families, neighborhoods, and communities. The work we do, therefore, must have value and meaning.

Check out the following piece taken from a news clipping service.

Public Service Seen As "Cool Again."
Under the headline "Public Service Is Cool Again," the Christian Science Monitor (8/19, Barnes) reported that "tens of thousands of recent graduates" are "opting to work again in public service, part of a generational shift similar to the one seen after President Kennedy called for service and began the Peace Corps in 1961." That agency, as well as AmeriCorps and Teach for America are experiencing double-digit increases in applicants. The Monitor added, "Though the long recession is a major catalyst for the rising interest in public-service jobs...that's not this generation's only motivation, say experts who study the subject." According to political science professor Rob Reich of Stanford University, "students see doing public service opportunities as an actual profession ... something that is high-status." The interest, according to the Monitor, is due "in part to President Obama's emphasis on community service," but also to "economic and social currents...changing the directions students take."

Sea Life Aquarium
Last week the City Council recently approved a plan by Merlin Entertainments Group to build a $15 million Sea Life Aquarium in the Arizona Mills mall. Work will begin next month, with a goal to open the new attraction late spring 2010. The company is behind iconic brands such as Madame Tussauds, The London Eye and the theme parks. UK-based Merlin is the number two visitor attraction operator in the world, second only to Disney, entertaining 35 million people in 2008. Merlin is also the world’s biggest aquarium operator, with 31 Sea Life attractions throughout Europe. Its first Sea Life centre in the US opened two years ago alongside LEGOLAND in California. The Tempe Sea Life Aquarium will be a 26,000 square feet development with 12 different habitat zones housing over 30 separate display tanks. The new attraction is anticipated to draw 400,000 visitors. It is hoped that visitors will not only enjoy their time at the aquarium, but will also shop, dine and stay in Tempe. The plans do not include a sushi restaurant.

Charlie Meyer

It Takes a Village…

2009-08-18T13:33:00.000-07:00

I received the following note from the grateful staff at the Tax and License Department about their recent move from leased space to the City owned building known as the 525 Building (where Human Resources and Finance are located).

It takes the entire city - or at least it seems that way - to move the Tax & License Department from 660 S Mill to the "525 Building." If it were not for the following people doing their jobs, we would not have been able to get back to doing our job of bringing in the tax revenue as quickly as we did.

Please send our heartfelt thanks along to the respective division heads of the following:
Mark Vinson, Durrant Williams, Larry Fosholt, Nikki Ripley, Michele Gurrieri, Sylvia Cardenas, Charles Swanson (oh heck, all of PC services and Helpdesk) Scott Campbell, Sylvia Leon, Minerva Lozano, Mike Greenlee, Alice Pena, Jay Taylor, Holly Stennerson, Mark Shields, Jim Freking, Casey Steinart, Mike Martin, Steve Cleveland and Joel Bird, plus everyone who's name I forgot.

So I am passing along a sincere thank you to all those mentioned above as well as all the other City employees who pull together so well to get projects like this done. It also again illustrates all the parts of the village that have to pull together to raise a Tax and License Department.

BIKE. PARK. SHOWER. GO! (courtesy of Community Development)
The first facility of its kind in Arizona, The Bicycle Cellar is a full service bicycle shop that will offer secure bicycle parking and related services to make cyclists’ lives easier. Services include repairs, equipment and accessory sales, bicycle advice and education, bicycle rentals and restrooms and changing rooms. The Bicycle Cellar will offer daily, weekly, monthly and yearly membership plans. Members will have access to the facility from 4AM to midnight, seven days a week. The Bicycle Cellar is an integral element of the Tempe Transportation Center, which provides connections to the METRO light rail, bus routes, popular bikeway corridors and trail linkages to Hayden Butte. Approximately 2,000 square feet of the Transportation Center will be dedicated for bike parking and related services. Opens August 24th.
For more information visit www.thebicyclecellar.com/ or contact Eric Iwersen.
video link: http://vimeo.com/6034898

High Performing Organizations
In the last Weekly I shared the following borrowed definition of a high performing organization:

Creating outstanding value for those we serve, creating powerful meaning for those who work within our organizations, and doing both of these things over time.

The following is the author’s (Bob O’Neill) further description of the attributes that high performing organizations share:
1. These organizations are committed to community building. They engage all segments of the community in defining what is important to them and foster a culture of shared ownership of the future throughout the community and the organization.
2. These organizations are focused. They are relentless in the pursuit of their goals. They are clear about what they want the community to be and will not let the organization be diverted by the flavor of the month.
3. These organizations set the bar high. This is perhaps the most difficult attribute to maintain. They focus on world-class standards, distinguishing between them and "just acceptable." Not settling for average in the areas most important to our communities distinguishes successful organizations from the others.
4. High-performing organizations are prepared to seize opportunity. Most organizations wait until the political and economic stars are aligned before they begin focusing on the opportunities before them. We all know, however, that most windows of opportunity are very short. Successful organizations have done their homework so that when the window opens, they are prepped and ready to go.
5. High-performing organizations encourage strategic risk-taking and innovation. Most state and local governments exist in a very risk-averse environment. Newspaper headlines highlight not our boldest successes but our most obvious mistakes, so we tend to avoid failure at all costs. High-performing organizations concentrate on developing citizen trust because trust is the working capital of innovation. It also provides the political capital to survive occasional failure.
6. High-performing organizations have a specific strategy for dealing with "straddlers." Over the years I've observed that within every organization, 5 to 10 percent of the workforce will lead the effort toward sustained excellence. They buy in quickly and are comfortable out in front. There are also 1 to 2 percent who don't get it and never will get it. What high-performing organizations never lose sight of is that most employees want to do well and make a difference but hesitate to embrace changes designed to improve their organization until they understand the impact those changes will have on them. Organizational leaders must ask, "What can I do to consistently move those employees from straddling the fence to being committed?"
I would like to share some views about these attributes over the next few weeks. First, regarding engaging all parts of the community in defining what is important to them. That is a characteristic that most cities think they do very well but for which it is easy to miss the real goal. In order to engage all parts of the community it is not sufficient to listen to those who show up or write in. It is necessary to find a way to bring people into the conversation that don’t normally engage. That is a much more rigorous standard and another reason for us to get comfortable with challenging each other. If someone were to ask you if you felt you could really affect the outcome of decisions made in your workplace or in your community would you be able to say “yes”? If so, they you have been engaged in shared ownership. If not, then you are unlikely to show up or write in. Why bother? So that is the high standard – engagement in shared ownership not just notification and representation.

I once worked with a City Councilmember who went out door to door and helped to organize a neighborhood association in a neighborhood that was going to see some significant redevelopment. The twist is that the organized neighborhood was likely and ultimately did serve as the opposition group to the redevelopment project which the Councilmember strongly supported. Illogical? Not at all. He understood that truly engaging the residents in the issue early would result in a better project, easier compromise and greater trust levels as problems cropped up. This story really had a fairy tale ending when the neighborhood ended up supporting the project after it was built. Real engagement is very hard work but well worth the effort.

Charlie Meyer

2009-08-10T11:33:00.001-07:00

High Performing Organization

Out for Blood
Tempe City employees and the United Blood Services teamed up for a very successful blood drive on July 30. We had a total of 46 successful donors who donated 51 units of blood (you Power Red donors can really pump it out.) By way of comparison the following information was provided to me about past blood drives:
May 9 2006 10
July 12 2006 7
July 18 2007 13
Jan 16 2008 10
May 29 2008 12
We well exceeded past performance, all the goals set for us by UBS and probably our own expectations.

I am in the process of making good on my pledge to provide lunch to the following five donors who were selected randomly:
Linda Cano, Parks and Recreation
John Vincze, IT
Josh Roffler, Tempe History Museum
Joyce Abbott, Social Services
Christine Connors, PD
What I especially appreciate is the opportunity to spend a little time in conversation with these individuals while I deliver lunch. Friday I got a tour of the construction zone at the Tempe History Museum and was able to see the new spaces starting to take form which makes it much easier to envision the final product.

My thanks to all the employees who signed up or successfully donated.

Budget Updates
I haven’t written much lately about budget. I think there is a limit as to how much budget update we can stand. We are in the process of closing out the 2008-09 books and we will be able to let you know how that worked out for us but one thing I can tell you is that the hiring freeze had the intended impact in terms of helping to reduce our deficit last year. That freeze was frustrating at a lot of levels but it was necessary and successful.

The State budget is still undetermined but so far the damage to our City budget has been minimal. Our financial forecast for 2008-09 turned out to be a tad optimistic in the sales tax area but we weren’t too far off. The next challenge is to project our 2009-10 budget through the end of the year to see if we are still on target and then to figure out how to balance the 2010-11 budget where we know we are not on target with our 5 year forecast. For now let’s enjoy the summer heat and we’ll provide more definitive information in upcoming weeks.

Labor Agreements
The good news is that we have them (well, almost.) The Tempe Supervisors Association reached a one year agreement and that was ratified by Council in June. The Firefighters agreed to a two year MOU that replaces the last year of their previous agreement and that was ratified by City Council on July 3rd. Both the Tempe Officers Association and the Service Employees International Union have reached tentative agreement with the City. Those two MOU’s are in the ratification process and will go to Council on August 20th.

In all cases there are no market survey adjustments in these MOU’s and except for the Firefighters, there were no steps. The Firefighters felt that step progression was important enough to negotiate offsetting costs. In sum, it was not an easy year for any of us from a compensation perspective. I greatly appreciate the realistic and supportive approach taken to addressing our budget challenges by all our employee groups

High Performing Organization
I have asked a group of employees who have participated in the Leadership Development Program to assist me in looking at the purpose statement that I put together last fall to help us get started with creating purpose statements throughout the City. That was a necessary step in order to be sure that our goal setting would properly align. However a purpose statement for the City government is not something the City Manager should just create; it should be a more inclusive process. So this group is looking at the statement as well as ideas for a more inclusive process.

The statement that we have been working from is:

To be a high performing and financially sustainable organization that is providing superior levels of service to ensure that Tempe is the best place to live, work, and play.

The group had a great discussion and one point that was raised is that they weren’t sure that they new what a high performing organization meant. I would like to shamelessly borrow from an article recently written by Bob O’Neill, the Executive Director of the International City/County Management Association on just that topic. Bob is a friend that I know would excuse plagiarism but I thought he hit my own perspective so well that I am happy to give him credit.

“So what do we know about high-performing organizations? Let's first define what we mean by high performance. My definition encompasses three components:
Creating outstanding value for those we serve, creating powerful meaning for those who work within our organizations, and doing both of these things over time.
Creating value is our return on investment for the resources that our communities entrust us to invest on their behalf. Do we produce results that matter and make a difference, and do we produce such results efficiently and effectively?
We must also sustain meaning for the people who work in our organization. Most of us who choose public service do so because we want to make a difference. We want to help individuals, families, neighborhoods, and communities. The work we do, therefore, must have value and meaning.
Finally, we must strive toward both of these goals on a consistent rather than sporadic basis. High performance should be part of the culture, not idiosyncratic to a single individual or economic cycle.”
My experience with the Tempe workforce is that we do know we make a difference. When I hear the stories at all the recent retirement parties the theme of making a difference runs through them. We also know that we produce results that matter. But I also hear concerns about consistency. If we believe that we are pursuing the “flavor of the month” then we will not produce the sustained meaning for the people in our organization and the results we produce also become sporadic.
I intend to dedicate my energy and efforts to carrying on the good work of those that preceded us to create that kind of a high performing organization here in the City of Tempe. The work we do makes a difference in people’s lives every day.

A little of this….A little of that……

2009-08-03T16:49:00.000-07:00

A little of this…….
The renovations at the Library and Historical Museum are well underway. Hats off to everyone at the Library who are managing to provide quality services while under significant construction. From an unscientific random survey, it doesn’t appear Library construction is impacting library customers. I just happened to be there twice this week at 9 am when the Library opens. On both days about 50 or so folks were waiting for the doors to open. The Historical Museum is closed, which is a good thing because it no longer has a front door or front wall. As this website http://www.tempe.gov/museum/CIPinfo.htm illustrates, a lot is happening at the Museum. Today, beams were being erected for the new structure. We look forward to completion of both projects.

A little of that………
The school year here in Tempe is right around the corner. Crossing guards will hit the streets, lunches will be packed and homework will be completed (or not). No question, we look forward to a successful and safe year for all the school kids. The current economic conditions are making it more difficult than ever for some kids to begin the school year with the tools needed to succeed. If you are interested in providing assistance and it’s completely up to you, two Communities In Schools opportunities exist:

Supplies-4-Students: Communities In Schools has held a back to school drive each summer for the past 9 years called Supplies-4-Students, where approximately 700 Tempe students are assisted each year with donations of back packs and school supplies. Red donation boxes are located in the lobby of the Tempe Library, at the Vihel Center, and at the Tempe Community Council office. And hats off to the good folks at the Kiwanis Recreation Center for holding a Supplies-4-Students drive this past week.

Teen Resource Center: Communities In Schools is opening a new Teen Resource Center in partnership with the Tempe Union High School District. This new center, located on the Evans/Compadre campus will serve students from around the district. Items in good usable condition are in need, including clothing and shoes of all sizes, alarm clocks and hygiene items. Donated items can be brought to the Tempe Community Council office at 34 E. 7th Street.

A little more of this………..
While we continue to experience some tough economic times, its encouraging to know private investment continues in Tempe. In the past few months, a number of building permits have been issued. Here are just a few examples I’d like to share - look for:

A new Robo Wash car wash at 1406 W. University Drive, presently under construction.
A new Chipotle at 815 E. Baseline Road generally in front of the generally new Lowe’s.
A new Sam’s Club at 2080 E. Rio Salado Parkway better known as Tempe Marketplace.
Beyond retail, a new Mission del Sol Church building at 1565 E. Warner Road.
A new building at 600 E. Gilbert Drive for Wilson Electric.
A new building at 9002 S. Hardy Dr. for United Rentals Shop.
Here's an interesting one: At 7303 S. Kyrene Road, Arizona Production & Packaging is making some significant improvements to expand their business. This Tempe company manufactures sports drinks like SHOT. The interesting thing about this company is that they expect to double their current production within 6 months and then double it again within the next six months. Hats off to our Development Services Department for working closely with them to accelerate their permitting process.

A sprinkle of that………..
Let there be light! A new solar powered light was recently installed at the SRP Town Lake Marina rowing dock. Rowers now can launch and land their nautical crafts with the benefit of exterior illumination. This solar powered light was installed and purchase for approximately $9,000, where using electricity and all that would involve ran about $30,000. To note, the idea of running an extension cord from the Town Lake Trailer was eliminated early on as a viable option. Hats off to the Rio Salado / Community Development staff for this cost saving environmentally sound solution.

“All my life I've had one dream, to achieve my many goals”
Homer Simpson

Thank for listening everybody,

Jeff Kulaga
Assistant City Manager

www.besttennistown.com

2009-07-17T14:05:00.000-07:00

Vote Early and Often
At least that’s what they say in Chicago. But now we have a chance to at least vote in large numbers. After Tempe’s huge success in pulling in the premiere of “Wolverine” we have the chance again to show our stuff by naming Tempe as the Best Tennis Town in America by internet voting.

Tempe has been named as one of 10 finalists throughout the country by the United States Tennis Association. This contest is intended to build interest in tennis both in Tempe and nationwide.

What’s at stake? $100,000! That’s right, $100,000 prize to the winning city to help it operate and promote tennis.

What do you have to do? Just click on www.besttennistown.com and vote for Tempe by July 26th. You also want to check out our video while you’re on the site, it’s great.

Equally important, forward the site to all your real and virtual friends and relatives and ask them to help us out. Get us on your Twitter, Facebook, U-Tube, list serves …. Don’t limit the voting to Tempeans, we have lots of friends with connections.

And by the way, for those of you who are actually from Chicago there is a sign in requirement so that you can only vote once. If you have other ideas I don’t want to know about it.

The Alliance for Innovation partners with the International City/County Management Association (ICMA) and ASU to bring together the best local-government practitioners, private-sector partners and academics in the country. Through Tempe’s organizational membership, the Alliance for Innovation brings into every single employee’s hands new approaches to research, innovation, and the development of best practices. Tempe’s membership benefits include white papers, research, blogs, and webinars at your fingertips! The Alliance connects Tempe to other municipalities that have similar interests and initiatives in all disciplines in local government. With specific research by the Alliance, Tempe can access practical ideas, suggestions and programs in use by other progressive communities that provide cost savings and service improvements. (Organizational membership administered by TLC.)

“It’s kind of fun to do the impossible.” Walt Disney

Charlie Meyer

R-E-S-P-E-C-T

2009-07-13T09:08:00.000-07:00

No one can sing it like Aretha Franklin did but we can still deliver the same message. We had a Tempe Essentials meeting this week and as usual we were recognizing our employees experiencing service milestones. One of our 20 year police officers offered up at that meeting that one of his keys to success in serving the public of Tempe for 20 years is to treat each person with respect. Simple to say but hard to do, especially in police work. When someone is screaming obscenities at you it is a real challenge to understand how to be respectful. But successful police officers do figure that out. One might argue that being respectful is a key to success in any job.

I am reminded of the story of the father who is riding on the subway train with several young children. The children are acting in a manner that is very disruptive to the other passengers and the father is doing nothing to control the situation. Finally another passenger, in frustration, angrily asks the father to control his kids. The father wearily apologizes and explains that he is distracted because he has just come from the hospital where the children’s mother has just passed away. Who was disrespectful here? The passenger had every reason to expect the disruptive behavior to be dealt with but after getting the answer would probably have acted differently.

As a City Manager I have been vested with great authority for much of my career. At times I have been confronted with behavior that caused me to react with anger. It usually made me feel good to make a decision that gave vent to that anger – at least for a little while. I usually ended up feeling like that passenger on the train. After I heard out the circumstances I realized that things looked a lot different from the other person’s perspective. I concluded that in anger I had condemned the person instead of the behavior and that usually results in a damaged relationship. So I work hard to try and find out what is really going on instead of jumping to conclusions. That is my version of respect. Each of us has a need to be respected and that is a two way street.

Cheap is Good, Smart is Better

The following is reprinted from the newsletter of the Alliance for Innovation, an organization of local governments committed to innovation.
Congratulations to the Water Utility Department, the Kyrene Team and the supporting cast from Public Works! Tempe Earns GE Ecomagination Leadership Award 7/7/2009 for its efforts in developing a new, sustainable water source that helps overcome water scarcity, the City of Tempe has received a GE ecomagination Leadership Award. Ecomagination is GE's strategy to address the need for cleaner, more efficient sources of energy, reduced emissions and abundant sources of clean water.

Tempe's Kyrene Water Reclamation Facility won the award, which is given to entities that demonstrate significant environmental and economical performance improvements, striking a balance between today's environmental, industrial and sustainability challenges. "We have to make use of every water resource that we possibly can," said Don Hawkes, Tempe's Water Utilities Manager. "This technology provides the flexibility to take waste water and turn it into a commodity that is marketable and usable." The reclaimed water produced by the Kyrene Water Reclamation Facility exceeds Arizona Class A+ water reuse requirements and plays a critical role in the city’s long-term water management strategy. High-quality, treated effluent is used for non-potable applications such as cooling at a major power plant and irrigation at a municipal golf course. The city also injects the reclaimed water into local aquifers, earning aquifer storage credits that can be used to access additional water supplies during times of drought. This expanded water reclamation program results in the reuse of an additional 2.5 billion gallons a year of water for commercial and industrial applications, and for aquifer storage.

Great Service – Less Filling

This is an e-mail that we got this week from a resident that you just have to love.

GREAT SERVICE FROM DEVELOPMENT SERVICES DEPARTMENT, BUILDING SAFETY DIVISION! I recently converted my carport into a garage at my 40+ year old home in Tempe I had some anxiety when I found out the job required a permit even if I was doing the work myself. I imagined difficulty, red tape and high cost associated with doing the home improvements myself and maintaining compliance with the permit. I could not have been more wrong. At every step of the way the process was simple and your staff was helpful. Everyone from the staff behind the counters, the plan review persons, and building inspectors, all seemed to have the perfect balance of preserving a safe Tempe while assisting the homeowner. I would like to pass on my appreciation to Building Inspector DAVID MOSKOP. He definitely understood his job and the requirements for the City, however, he was able to balance that with what seemed to be a desire to help me succeed in completing a safe project that will last for years. All to often positive comments do not get the same attention as negative ones. Please pass on my appreciation to the Building Safety Division and David Moskop.

Charlie Meyer

Independence Day

2009-07-02T15:25:00.000-07:00

The Declaration of Independence probably didn’t start out as an endeavor to start a new nation.

To quote Mr. Jefferson, “Believe me, dear Sir: there is not in the British empire a man who more cordially loves a union with Great Britain than I do. But, by the God that made me, I will cease to exist before I yield to a connection on such terms as the British Parliament propose; and in this, I think I speak the sentiments of America.” —Thomas Jefferson, November 29, 1775

I believe that most of the signers of the Declaration wanted to have a strong and healthy relationship with the boss, King George III, but that his arrogance thwarted their efforts. If you read most of the Declaration it is really a list of grievances against the boss that had been recited numerous times previously and fallen on deaf ears.

Where are you going with all this Charlie, you ask? That each of us has the responsibility to try to make our organization better. If we work for the City of Tempe then we should cordially love that union and do what is necessary to make it better.

“We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness.”

In today’s workplace jargon we call that a meritocracy. You are to be judged by the talent and capability that you bring to your work not by your ethnicity, gender or who you know. If that is not your reality then stand up for that right. It is a terrible thing when we lose capable employees because they have been denied the opportunity to make the contribution that they are capable of making.

Please think about the legacy that we inherited from the signers of the Declaration of Independence and what it means to each of us today either in the workplace, organizations to which we belong or in our country. We were not born of timid forebears.

For more information on Tempe's 4th of July Celebration, visit tempe4th.com

Have a safe and happy Independence Day.

Charlie Meyer