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Home My WebLink About2010-05-08 Council Packet - Work Session4 H 4 4 &TTE ALL P EE IN Tl CI' A CITY OF KENAI DIALOGUE ON "CONTINUING TO BUILD A SUSTAINABLE COMMUNITY" WHEN: SATURDAY, MAY 8, 2010 WHERE: CHALLENGER LEARNING CENTER, 9711 Kenai Spur Highway, Kenai TIME: 9:00 A.M. TO NOON PUBLIC NOTICE Notice is hereby given: Members of the Kenai City Council will participate in the following events: Friday, May 7 2010: Collaborative Leadership Training, 9 a.m.-3 p.m., Challenger Learning Center, located at 9711 Kenai Spur Highway, Kenai. Saturday, May 8, 2010: Town Hall Meeting, 8 -Noon, Challenger Learning Center, located at 9711 Kenai Spur Highway, Kenai. Council Work Session, 5 -7 p.m., Kenai Council Chamber, Kenai City Hall, located at 210 Fidalgo Avenue, Kenai. Contact the Kenai City Clerk's office at 210 Fidalgo Avenue, Kenai, 283 -7535, extension 231, with questions. Carol L. Freas, City Clerk D/211 UNITED STATES OF AMERICA, STATE OF ALASKA Denise Reece being first duly sworn, on oath deposes and says: That I am and was at all times here in this affidavit mentions, Supervisor of Legals of the Peninsula Clarion, a news paper of general circulation and published at Kenai, Alaska, that the Public Notice P0 090976 a printed copy of which is hereto annexed was published in said paper one each and every day for two successive and consecutive days in the issues on the following dates: M 1 SUBSCRIBED AND SWORN to me before 7010 NOTARY PUBLIC in favor for the State of Alaska. My Commission expires 26- Aug -12 PUBLISHER'S AFFIDAVIT ss: PUBLIC NOTICE Notice is hereby given: Members of the Kenai City Council w participate in the following events: Frid ay, May 7 2010: Collaborative Leadership Training, Chal lenger Learning Center, Lo at 9711 Kenai Spu Kenai. Saturday. May 8, 2010: p.m:; Highway, Town Hall Meeting, 8 -Noon, Challenger Le located at 9711 Kenai Spur Highway, Kenai. Council Work Session, 5-7 p.m., Kenai Council Cha City Hall, located at 210 Fidalgo- Avenue, Kenai. Contact the Kenai City Clerk's office` at 210 Fidalgo Avenue, Ken 283.7535, extension 231, with questions. Carol L. Frees, City Clerk 13224/211 ,011 S NoTARV UNITED STATES OF AMERICA, 1 STATE OF ALASKA j ss: Denise R eece being first duly sworn, on oath deposes and says: That 1 am and was at all times here in this affidavit mentions, Supervisor of Legais of the Peninsula Clarion, a news- paper of general circulation and published at Kenai, Alaska, that the Town Hall Meeting PO #92965 a printed copy of which is hereto annexed was published in said paper one each and every day for two successive and consecutive days in the issues on the following dates: April 30. 2010 May 5 2010 X SUBSCRIBED AND SWORN to me before NOTARY PUBLIC in favor for the State of Alaska. My Commission expires 26- Aug -12 PUBLISHER'S AFFIDAVIT S NOTARY s 111111•111,11111/ Iiirwrarlormirruravar low 1 H ATTEND AND PARTICIPATE TOWN HALL MEETING the c <Tyo� KENO A CITY I DIALOGUE: "CONTINUING TO BUILD A SUSTAINABLE COMMUNITY e Facilita ed by Drs. Susan and Peter Glaser WHEN: SATURDAY, MAY 8, 2010 WHERE: CHALLENGER LEARNING CENTER, 9711 Kenai Spur Highway, Kenai TIME: 9:00 A.M. TO NOON Registration begins at 8 :30 a.m. *Sponsored by the City of Kenai. Additional information is available on the City of Kenai website: www.ci.kenalak.us o O U Q U 0 as CI 0 a s U ET c a E sJ O L.' "O o 'al N AO O e-■ O OA 2 c U c a C 0 Y c a) 4 r C.1 c OA c 4 T C7 fU ts N C cn a-+ o [a 1 O O 73 Y O ca O tap 2 c L o ea cm Regina Theisen 47625 Ciechanski Rd. Kenai, AK 99611 Patricia Falkenberg 399 McCollum Kenai, AK 99611 Carol Bannock 1908 Aliak Kenai, AK 99611 Kate Veh 34506 Commerce St. Soldotna, AK 99669 Richard Kelso 117 Walker Lane Cenai, AK 99611 Moira Ireland 1115 First St. Cenai, AK 99611 Chay '0 Box 553 (enai, AK 99611 Laura Sievert 3329 Beaver Loop Kenai, AK 99611 Phil Morin 1608 Tanaga Avenue Kenai, AK 99611 Tami Marsters PO Box 892 Sterling, AK 99672 Russell Sonberg 410 Cinderella St. Kenai, AK 99611 Jim Glendening 694 Sycamore Kenai, AK 99611 Jane Llaigh 35675 Kalifornsky Beach Kenai, AK 99611 Kristine Schmidt 513 Ash Ave. Kenai, AK 99611 Mark Schrag 312 Princess Kenai, AK 99611 Michelle Martin PO Box 2073 Kenai, AK 99611 Linda Voepel 132 Sprucewood Drive #4 Kenai, AK 99611 Wade Armstrong 52983 Arness Rd. Kenai, AK 99611 Chuck Winegarden 309 Princess Kenai, AK 99611 Greg Pankow 314 Dolly Varden Kenai, AK 99611 Tom Sloan 16896 Kenai Spur Hwy., STE 103A Kenai, AK 99611 Kellie Kelso 117 Walker Lane Kenai, AK 99611 Grant Hagadorn 1210 Lilac Lane #3 Kenai, AK 99611 Eric Sandberg PO Box 544 Sterling, AK 99672 Linda Swarner 298 Rogers Rd. Kenai, AK 99611 Elena Powers PO Box 1754 Kenai, AK 99611 Colleen Ward 708 Magic Avenue Kenai, AK 99611 Carol Freas From: Patricia Porter [kenaimayor10 ©msn.com] Sent: Tuesday, May 04, 2010 5:45 PM To: Carol Freas Subject: Re: Collaborative Leadership/ Town Hall Meeting May 7 8 Sounds wonderful. You can delete my name from the Friday list, as I will be in Juneau and not returning until 4pm. Thanks, pat Original Message From: Carol Freas To: bar hvsmalleyCa�yahoo.com cpajoe(a�altrogco.com mboyle(a�alaska.com kenaimayor10(a�msn.com bob(a�molloyforcouncil.com Ryan Marquis Sent: Tuesday, May 04, 2010 4:32 PM Subject: FW: Collaborative Leadership/ Town Hall Meeting May 7 8 Mayor /Council Member FYI From: Christine Cunningham Sent: Tuesday, May 04, 2010 4:10 PM To: Dept_Heads Cc: Marnie Olcott; Layla Yarr Subject: Collaborative Leadership/ Town Hall Meeting May 7 8 The purpose of this email is to provide additional information regarding the Collaborative Leadership Training and Town Hall Meeting, May 7 8 at the Challenger Learning Center and the May 8 Work Session at City Council Chambers. The Format /Agenda approved by Council is available online, however, a more detailed agenda is included below that may answer many of the questions I've received regarding the schedule and what meals /breaks will be provided. Friday, May 7, 2010 at Challenger Center (Northstar Classroom) 8:00 a.m.— 9:00 a.m. Set up Room Plan B test equipment (Christine, Nancy Marnie) 9:00 a.m.— 3:00 p.m. Collaborative Leadership from Drs. Susan and Peter Glaser (Lunch provided) Participants (22): Pat Porter, Hal Smalley, Bob Molloy, Barry Eldridge, Mike Boyle (tentative), Ryan Marquis, Rick Koch, Christine Cunningham, Krista Stearns, Terry Eubank, Gus Sandahl, Mike Tilly, Wayne Ogle, Bob Frates, Kevin Lyon, Mary Bondurant, Mary Jo Joiner, Rachel Craig, Marilyn Kebschull, Nancy Carver, Corey Hall, and Natasha Ala Saturday, May 8, 2010 at Challenger Center (Aurora Borealis Room) a 7:30 am 8:30 a.m. Set up Room Plan C test equipment (Christine, Nancy Marnie) 8:30 a.m. 9:00 a.m. (Pastry /Beverage Service provided by Challenger Center) City staff greets and signs -in members of the public and assigns individual numbers to participants as they arrive. The first 7 participants are given consecutive numbers from 1 to 7. 1 Then the numbers begin again. The goal is to have 7 groups of equal number. Sign -in sheet includes column for residency 9:00 a.m.— 9:05 a.m. Opening Welcome Remarks by Mayor Pat Porter Present Key Question: "What policies, initiatives and actions should the City of Kenai support in order to continue building a sustainable community that is able to facilitate employment opportunities, economic stability, environmental responsibility, energy efficiency and quality of life for its residents 9:05 a.m. 9:15 a.m. Introduction by City Manager Rick Koch Advises participants of role of elected and appointed officials is that of observer(s) rather than participant(s), role of City staff is that of neutral facilitators(s) and that no vote, discussion or action will be taken by Council at the community dialogue session Gives definition: "What is a Sustainable Community" and relates City's past performance as a sustainable community Introduces Facilitators: Drs. Peter Susan Glaser 9:15 a.m. 9:45 a.m. Introduction by Drs. Peter Susan Glaser Describes the organized and structured process in which each participant has the opportunity to come up with ideas, engage in brainstorm, dialogue and advocate what that person believes regarding the policies, initiatives and actions the City of Kenai should support 9:45 a.m. 11:15 a.m. Participants break -out into small groups with discussions facilitated by trained City staff with the Glasers monitoring and assisting groups. Council Members and Commissioners act as observers. Through this facilitated process, each group identifies and develops 3 -5 prioritized recommendations 11:15 a.m. -11:45 a.m. Re- group, and based on each groups' consensus, each group presents its top 3 -5 recommendations to the meeting audience (No effort to determine a consensus will be made at this meeting) 11:45 a.m. -12:00 (noon) Facilitator wrap -up (Close of Public Town Hall Meeting) 12:00 (noon) -1:30 p.m. Lunch Break No Meal Provided Staff (Nancy Christine) prepares a typed list of every groups' recommendations in ranked order for facilitators and staff to review 1:30 p.m. 4:00 p.m. at Challenger Center Glasers meet with staff to examine lists, identify trends emerging from community dialogue and prepare recommendation(s) to Council in the form of a summary document. (Copies of the 2 lists will be available to Council and /or members of the public) 5:00 p.m. 7:30 p.m. at City Council Chambers (Light Meal Provided) Council Work Session with Glasers and Staff to review outcomes from Town Hall Meeting to determine what policies, initiatives and actions the City of Kenai should support in order to continue building a sustainable community able to facilitate employment opportunities, economic stability, environmental responsibility, energy efficiency and quality of life for its residents. (Council will also consider past public testimony and resolutions previously passed by Council). Please let me know if you have any questions. Thanks, Christine Christine Cunningham Assistant to City Manager City of Kenai 210 Fidalgo Avenue Kenai, AK 99611 907.283.8223 TO: BOB MOLLOY (907) 283 -7373 (VOICE) 283 -2835 (FAX) bob @molloyforcouncil.com Pat Porter, Mayor; Hal Smalley, Vice Mayor; Carol Freas, City Clerk; Rick Koch, City Manager; Krista Stearns, City Attorney; Christine Cunningham, Executive Assistant FROM: Bob Molloy DATE: 02 -08 -10 SUBJECT: Resolution No. 2009 -68 As Amended 01 -20 -10 Ideas for A Town Hall Meeting Format As The Next Step In Additional Public Process, And Other Ideas Following our first meeting, I received additional comments from the City Manager recommending against a workshop with multiple presentations as a component of the Town Hall Meeting format for Res. No. 2009 -68. In addition, I developed the materials attached to this memo for our 2 -08 -10 meeting based on some research that i did on my own and on some very valuable volunteer input from Heidi P. Chay, Horizon Mediation. Services. ATTACHMENT A presents my idea for "One Potential Format For A Town Hall Meeting Sponsored By The City Of Kenai." This attachment that I drafted (Draft v.100208) includes: Format /Agenda, page 1; Welcome Remarks Rules of Participation, pages 2 -3; Topics Sheet, page 4; and Protocol For Public Dialogue, pages 5 -6. The format proposed in Attachment A does not include a workshop component with multiple presentations. ATTACHMENT B presents "Thoughts On The Public Process For Resolution 2009 -68" by Heidi P. Chay, Horizon Mediation Services. ATTACHMENT C presents "Other Materials For The Consideration Of City Of Kenai" that were offered to me by Heidi P. Chay, Horizon Mediation Services. Thank you to Heidi P. Chay, Horizon Mediation Services, for her assistance. ATTACHMENT A ONE POTENTIAL FORMAT FOR A TOWN HALL MEETING SPONSORED BY CITY OF KENAI "Village with a Past, City with a Future" A COMMUNITY DIALOGUE ON "CONTINUING TO BUILD A SUSTAINABLE COMMUNITY" TOWN HALL MEETING FORMAT /IDEAS (DRAFT v.100208) Format /Agenda Meeting 1:00 1:05: 1:05 1:20: Pre Meeting /Meeting 00:00 City staff arrives to test equipment and check set -up 0:30 1:00 Two City staff members at sign -in table for Public Comment 3:35 3:40 3:40 3:50 Post meeting 9:00 9:20 9:20 9:40 pm 1 TOWN HALL MEETING SPONSORED BY CITY OF KENAI "Village with a Past, City witlz a Future" A COMMUNITY DIALOGUE ON "CONTINUING TO BUILD A SUSTAINABLE COMMUNITY" Mayor Opening Welcome Remarks (Introduction of Moderator) Moderator (Chair) Opening Remarks (Key Question: "What policies, initiatives and actions should the City of Kenai support in artier to continue building a sustainable community that can cope with the impacts of rising energy costs, unemployment and economic instability, and climate impacts (See Welcome Remarks Rules of Participation) (And see Town Hall Meeting Protocol) 1:20 1:35 15 Minute Presentation (Maximum) City Manager, City of Kenai (City's present initiatives actions RE continuing to build a sustainable community) 1:35 -3:35 Public Participation /Facilitated Discussion Comments, Discussion and Conversation from Constituents /Public (2? 3 Minutes Maximum Per Person Mayor Wrap -up Moderator Wrap -up Staff remains until all rooms clear Staff brealcdown and clean -up TOWN HALL MEETING FORMAT /IDEAS (DRAFT v.100208) By Mayor: 2 Town Hall1Vleeting A Community Dialogue On "Continuing To Build A Sustainable Community" Welcome Remarks Rules of Participation [Welcome] This Town Hall Meeting is an informal public meeting sponsored by the City of Kenai. The public is invited to listen to the Moderator, listen to the short presentation by the City Manager, then participate by voicing your individual comments and opinions, or discussing topics related to the key question, in an orderly process that is facilitated by the Moderator, and is intended to be a community dialogue, not a debate. No council vote or council action will be taken tonight at the conclusion of this meeting. Your comments and opinions are important input to the Kenai City Council. [Introduce Moderator] By Moderator: The Mayor is present in her ceremonial role and any other Kenai City Council members present are here only as members of the public. When we get to the Public Participation /Facilitated 'Discussion portion of this meeting, there is a limit of (two? three minutes per individual speaker. The purpose of this time limit is to share the floor among as many people as possible, allowing as many people a chance to speak and discuss as time permits today. The moderator will enforce this time limit. If you want to comment or join in the discussion during the portion of this meeting for Public Participation /Facilitated Discussion, and you have not already done so, please sign in with city staff handling the Public Discussion List. After those who have signed up have commented, if time permits, then I (the moderator) will ask you to raise your hand if you want to speak and I (the moderator) will point you out to the staff handling microphones to come to you (or will tell you to go to the podium to speak). TOWN HALL MEETING FORMAT /IDEAS (DRAFT v.100208) You do not have to have a prepared speech. The idea is to keep the discussion or dialogue flowing while the floor is shared by as many people as possible in an orderly process. Your comments or discussion should be directed to the issues or topics relating to the key question. The key question for this community dialogue is: "What policies, initiatives and actions should the City of Kenai support in order to continue building a sustainable community that can cope with the impacts of rising energy costs, unemployment and economic instability, and climate impacts Some of the potential topics for comment and dialogue are listed on the Topics Sheet as suggestions, but you may have other related topics to discuss that are not listed on the Topics Sheet. Please welcome and respect the diversity of opinion. Please remain civil and do not interrupt other speakers. Please use the comment cards in the sign -up area for any additional comments or questions. Or if you have extensive comments, please visit City of .Kenai webpage to contact the Mayor and city council members, city clerk or city manager, and send your e- mail comments at any time. These comments will be directed to the mayor /council members and will be posted on the City's webpage under "hot topics." 3 TOWN HALL MEETING FORMAT /IDEAS (DRAFT v100208) 4 Energy conservation Town Hall Meeting: Topics Sheet Energy efficiency improve energy efficiency in buildings, transportation, etc.. weatherization etc.; regional van transportation Reduce emissions Increase public knowledge of issues related to emissions Seek solutions that mitigate climate impacts Support the development of renewable energy Support the development of non renewable energy Support the development of a sustainable Alaska energy policy or plan Jobs Unemployment Workforce development Create a skilled workforce for a new clean- energy economy Climate impacts Impacts of ocean acidification on ocean resources that support commercial, sport and subsistence fishing activities, commercial fish processing activities, tourism, and recreation Encourage actions within our own community to mitigate adverse impacts of rising energy costs, economic instability, climate impacts and ocean acidification Encourage actions within our own community to adapt to unavoidable changes Support community efforts to educate the public and elected officials Network with other Alaskan coastal communities on the issues of mutual concern, including rising energy costs, economic instability, ocean acidification, and the responsible development of natural resources Lobby Alaska's congress legislation Protect or rebuild infrastructure that is threatened by climate impacts or other impacts Support community gardening (food issues) onal delegation to help influence the content of any federal TOWN HALL MEETING FORMAT /IDEAS (DRAFT v.100208) Town Hall Meeting A Community Dialogue On "Continuing To Build A Sustainable Community" Protocol For Public Dialogue (Without Utilization of Discussion Group or Separate Discussion Groups) Holding a town hall meeting is intended to be an efficient way to gather qualitative information and data through the use of a focused community dialogue. The reward for this work is dynamic information not just about what people feel, but about why people feel the way they do about the question. A community dialogue has the potential to provide both accurate and in -depth information and data. This town hall meeting is intended as a complement to the previous public hearings on related questions. What follows are comments on the general protocol for conducting the town hall meeting successfully where the format is individual public comments and discussion rather than utilization of a format involving either a group discussion or splitting the group of attendees up into separate discussion groups. The Moderator Fundamental to the town hall meeting is a moderator who facilitates the discussion and community dialogue. This person should feel at ease speaking in front of the group, but he or she is not in the role of a "teacher." The moderator's goal is to make the participants feel comfortable in expressing themselves openly, while keeping the discussion and dialogue on track in an orderly process. Setting the Rules Prior to starting the discussion, the moderator should lay down a few ground rules. Generally, rules should include the following: only one person talking at a time; no side discussions among participants; no individuals should be put down because of their opinions; all thoughts and ideas are valued; and there are no wrong or right answers. Care and creativity should be used when setting rules. The Key Question and Topic Sheet The key question and the topic sheet are the tools that drive the meeting and the resulting TOWN HALL MEETING FORMAT /IDEAS (DRAFT v.100208) information and data. Answers to the key question addressing any of the discussion items listed on the topic sheet will provide good information and data for later analysis. If the moderator needs to ask questions, then any questions that the moderator asks should be open -ended and be focused on the key question and the discussion items listed on the Topics Sheet. Conducting The Community Dialogue The community dialogue and public participation portion itself under agenda item "Public Participation /Facilitated Discussion" should last up to 2 hours and should follow a structured format. The moderator should make every attempt to find a balance between keeping the community dialogue on track and allowing it to flow naturally. Individual speakers do not have to have a prepared speech. The idea is to keep the discussion or dialogue flowing while the floor is shared by as many people as possible in an orderly process with the discussion facilitated by the moderator, and is intended to be a community dialogue, not a debate. The purpose of this time limit is to share the floor among as many people as possible, allowing as many people a chance to speak and discuss as time permits. The moderator will enforce this time limit. The individual speaker's comments or discussion should be directed to the issues or topics listed on the Topics Sheet or otherwise relating to the key question. Recording And Using The Information The town hall meeting should be recorded by using audio or audio visual recording equipment. The use of recording equipment allows the meeting to be revisited when needed. The community dialogue /public participation portion could also be transcribed or at least listened to for quotes and general ideas if necessary at a later date. A form for a data matrix or for other notes could be developed for use, in order to keep track of major themes and quotes from the discussion and community dialogue. The City Clerk or designee should take notes, and council members present could take notes on a copy of the form or data matrix. The information gathered from this town hall meeting should be used to complement the substantial public comment previously received on the related questions, perhaps using participant quotes and the grouping of ideas. The grouping of ideas refers to the categorizing of the comments, attitudes, feelings, or beliefs of the individuals toward the key question and its related topics. 6 ATTACHMENT 13 THOUGHTS ON THE PUBLIC PROCESS FOR RESOLUTION 2009 -68 From: Heidi P. Chay Horizon Mediation Services Date: Feb. 4, 2010 To: City of Kenai Council and Administration From: Heidi Chay, Horizon Mediation Services Re: THOUGHTS ON PUBLIC PROCESS FOR RESOLUTION 2009 -68 BACKGROUND Four public hearings held. The majority of the council and many citizens who testified embraced the goals of the Compact and the Tri- Borough Commission report. Key objection: concern about potential impacts of cap- and -trade legislation on the local industry and fear that signing the Compact would indicate Kenai's support for such legislation. Observations from the testimony: There is energetic debate in this community regarding whether global warming is occurring, the extent of the impacts we can expect, whether the warming is anthropogenic and how to weigh the costs of mitigation vs. the risks of inaction. Most who testified would agree that we need to support our current economic base and take advantage of emerging economic opportunities to provide livelihoods for the future. Many, including people who work in the oil and gas industry, expressed concern about climate change but advised focusing on local action to diversify the economy, reduce energy usage, promote renewable energy, etc. instead of on national policy- making. FRAMING Given the ongoing local debate about climate change and climate science, consider framing the public discussion in terms of what the city can or should do in the face of uncertainty with regard to future energy costs, economic growth, climate change, etc. Alternatively, and more positively, frame the discussion in terms of what the city can do to help the community become more sustainable, e.g., by raising awareness, reducing energy consumption, meeting more needs locally through economic diversification, etc.. POSSIBLE GOALS OF A PUBLIC ENGAGEMENT PROCESS Develop a substitute for resolution 2009 -68 that will win broader public and council support. Build on the relatively civil tone of the public hearings already held to engage citizens in dialogue, as distinguished from debate, and problem solving about local actions the city can take. PROCESS OPTIONS FOR CONSIDERATION A. Hold a well facilitated public meeting to generate ideas and free flowing conversation on policies and actions the City could take to foster sustainability. Then incorporate ideas into a resolution to be developed by a single author, or in a work session of council and community members. 1 B. Task a single author or work group of council and community members to draft a new resolution on the basis of the ample testimony the council has heard. Hold a well facilitated public meeting to seek feedback, identify problems or concerns with the draft, along with suggestions for improvement. CONSIDERATIONS FOR A SUCCESSFUL PUBLIC ENGAGEMENT PROCESS Successful public engagement processes leave citizens feeling included, respected, informed, more positive about city government, and more likely to participate constructively when difficult issues arise in the future. It's good work that strengthens the muscles of civil society. Best practices. See Core Principles of Public Engagement published by the National Coalition for Dialogue and Deliberation. Quality public engagement takes planning, skilled facilitation, adequate resources, and a commitment from leaders to listen and respond to the public Facilitators can help with process design. A professional facilitator will likely want to have a hand in shaping the process to achieve the client's goals. Start with goals, process options, budget and time -frame in mind. Be inclusive from the beginning. Consider establishing an ad hoe steering group that includes people from groups who have participated, e.g. the Chamber and 'CPC Sustainability Club, and groups who haven't, e.g, the native community, non profits, and seniors. Tell people what to expect. The purpose and approach/ground rules for the meeting(s) should be clearly stated in the introduction and in advertising. People should know what to expect and come prepared to listen, learn, dialogue and /or problem -solve rather than to score points. Help people get up to speed. For those who haven't been involved, the meeting design might include a concise overview of prior discussions around the Climate Change Compact that brings all participants up to speed and sets the stage for moving forward instead of rehashing. Provide a shared base of information. Ideally, public engagement on complex issues begins with good information from authoritative sources so that participants have a shared factual foundation. A helpful presentation in this case might include definitions of sustainability, illustrative examples from other cities, and steps Kenai has already taken. References: How People Are Reinventing Democracy in their Communities, video posted on Everyday Democracy: Ideas and Tools for Community Change (http: /www. everyday democracy .org /len /Article.944.aspx) Core Principles of Public Engagement published by the National Coalition on Dialogue Deliberation (www.thataway.org) Guidelines for Open Dialogue (a good comparison of dialogue vs. debate), The Co- Intelligence Institute (http: /www.co- intelligence .org /P- dialogue.html) 2 ATTACHMENT C OTHER MATERIALS FOR THE CONSIDERATION OF CITY OF KENAI Heidi P. Chay Horizon Mediation Services PO Box 553 Kenai, AK 99611 (907) 283 -9227 (ph /fax) www.horizonmediation.com "Helping people have difficult conversations in constructive ways" August 20, 2009 E ro o L c t7 O V 7.„ L C Y D N d C O 'O O y_ q N L N O L C pp E O L a o O A g m 0 0 m Q 2 am Q ;0 o o \CDD.ORG 0 3 o a 6) v 0 '0 O '4 C7 E E C M D tS ,a E {tl a N O N h o •i g p a� b i a N a.; �,r b O E P M N 8 .2 O 'ate t! 'O a a v g C 64 ro 43 11 z 4 E 4 U w> to C c. u 8 4,E 1 g 4.'g; `o 4 E o v i o o C 0 s f, g 'O v a+ a C s O 0 0 g U v v iC F d Y 5 5 E 0. 3 05 i. T �Y c E Ty, a o^ 0 0 E o o u o Y 6a m a 5 a .0 'A ,C N 0 0.i ti tl 5 O u U w 8 P� 41 O x a 65 Q G 4 E m G c s i 'av u a f ^atCo v o p u W v 'g u y :C v a s a m m o C v v gr'i v a °U '8 v ro t o 'O D 2 •C N g P 0 ba y 73 �'1 r-7. r Ate. R w y' a u m tiZ ..7.) LS s .E g C C n N° C 6n c m C n v ao v E 0o3 Li m ma M x 8'a en C v rn c s 3 O '1 U U: o O U o tes E C L ay 0 0 a 0 C 49 N E 0 L c E a. X o Doo ro °'o c E gym m E E E +91-5- x v o g ui -a2 W yU O C LL a O Y C o e4 m a h N 9 m 0 L N C m 'a 0 0 v E o u) a m U U U (9 to t .g. U 0 O CD 0) 11.) O j .0 E cr'd a 0 OT c O O i O N N C L N N C w i2 0 0 3 T2 oi o T 6 T o :v 0 E o o 'o a u Z 3 m o 0 V D d i i O o 9`p uill5 g 2s ga0 T .4 c Y om g '3 g a 0 8 i 5 e t o e 8 E E N= e N a E v r 4 v u. c o g p$ 2 N a, E g+ m R o E c 0 a dn8 °Q c u u crs o E m g m v% 0 m a v o E E c m 's d V o la co .r.] O [3 W N 0 S© a N m 1 E F L .E L m V d m N E m i C C N m 3 c 3 UU c 5 5 t a D g 3 a 1 2 V. g3 a Z LE Z i e 3OI cg U 3¢ for public engagement A collaborative project led by the National Coalition for Dialogue Deliberation (NCDD), the International Association for Public Participaction (IAP2), the Co- Intelligence Institute, and other leaders in public engagement, with the expectation of ongoing dialogue and periodic revision. May 1, 2009 CORE PRINCIPLES for Public Engagement Developed collaboratively in Spring 2009 by dozens of leaders in public engagement, with the expectation of ongoing dialogue and periodic revision. May 1, 2009 In a strong democracy, citizens and government work together to build a society that protects individual freedom while simultaneously ensuring liberty and justice for all. Engaging people around the issues that affect their lives and their country is a key component of a strong democratic society. Public engagement involves convening diverse, representative groups of people to wrestle with information from a variety of viewpoints all to the end of making better, often more creative decisions. Public engagement aims to provide people with direction for their own community activities, or with public judgments that will be seriously considered by policy- makers and other power- holders. The more any given public engagement effort takes into consideration the following seven Core Principles, the more it can expect to effectively build mutual understanding, meaningfully affect policy development and/ or inspire collaborative action among citizens and institutions. These seven interdependent principles serve both as ideals to pursue and as criteria for judging quality. Rather than promoting partisan agendas, the application of the Core Principles creates the conditions for authentic engagement around public issues. The following individuals remade up the core PEP working group: p Tom Atlee, Director of the Co- Intelligence Institute p Stephen Buckley, CEO of U.S. Transparency P John Godec, Board member of the International Association for Public Participation (IAP2) e Reynolds- Anthony Harris, Managing Director of Lyceum Patners Co. t Sandy Heierhacher, Director of the National Coalition for Dialogue Deliberation (NCDD) P Leanne Nurse, Board Member of the National Coalition for Dialogue Deliberation (NCDD) Steve Pyser, Editor of the International Journal of Public Participation Stephanie Roy McCallum, Past President, International Association for Public Participation (IAP2) A note about technology: We believe the use of technology should be generally encouraged whenever appropriate to enhance and not impede these seven values and also that these seven principles apply to both online and offline efforts to engage the public. However, there is not yet consensus in our field on standards for the use of technology that would warrant the inclusion of specific online or electronic guidelines in this document. Core Principles for Public Engagement d a More details at www.ncdd.org /pep/ The Seven Core Principles for Pubile Engrzgentent These seven principles reflect the common beliefs and understandings of those working in the fields of public engagement, conflict resolution, and collaboration. In practice, people apply these and additional principles in many different ways. 1. CAREFUL PLANNING AND PREPARATION Through adequate and inclusive planning, ensure that the design, organization, and convening of the process serve both a clearly defined purpose and the needs of the participants. 2. INCLUSION AND DEMOGRAPHIC DIVERSITY Equitably incorporate diverse people, voices, ideas, and information to lay the groundwork for quality outcomes and democratic legitimacy. 3. COLLABORATION AND SHARED PURPOSE Support and encourage participants, government and conununity institutions, and others to work together to advance the common good. 4. OPENNESS AND LEARNING Help all involved listen to each other, explore new ideas unconstrained by predetermined outcomes, learn and apply information in ways that generate new options, and rigorously evaluate public engagement activities for effectiveness. 5. TRANSPARENCY AND TRUST Be clear and open about the process, and provide a public record of the organizers, sponsors, outcomes, and range of views and ideas expressed. 6. IMPACT AND ACTION Ensure each participatory effort has real potential to make a difference, and that participants are aware of that potential. 7. SUSTAINED ENGAGEMENT AND PARTICIPATORY CULTURE Promote a culture of participation with programs and institutions that support ongoing quality public engagement. Core Principles for Public Engagement 3 More details at www.ncdd.org /pep/ Partial List of Endorsers Here are just some of the organizations and networks that have endorsed the Core Principles for Public Engagement. As of September 1, 2009, there are over 80 organizational endorsements and over 50 individual endorsements. See www.nedd.org/pep/ for the full List of endorsers, which is updated regularly. The International Association for Public Participation (IAP2), wu1Miap2.org The National Coalition for Dialogue Deliberation (NCDD), www.ucdd.org The U.S. Institute of Environmental Conflict Resolution, wwu ecegov P Institute of Cultural Affairs (ICA), wwiu.ica- usa.otg International Association of Facilitators (IAF), wtowiaf- world.org o National League of Cities, www.nic.otg Association for Conflict Resolution's Environment Public Policy Section, www.mediat.e.com/acreppl ToP (Technology of Participation) Trainers Network, www.ica- usa.orglindexx.php ?pr- lop- network Co- Intelligence Institute, www.co- intelligence.o League of Women Voters, wwu'.lwv.org Public Agenda, www.pttblicagenda.org Canadian Community for Dialogue Deliberation (C2D2), www.c2d2,ca European Institute for Public Participation, www.participatioulnstitute.org Centre for Dialogue, Simon Fraser University, untnu.sfu.ca/dialogue/ study +practice /index.lrtmi Forum Foundation, www.foruxnfoundatton.org The Center for Deliberative Democracy at Stanford University, ltttp:) /cdd.stanfontedul AmericaSpeaks, www.atner National Issues Forums Institute, www.nifi.org Everyday Democracy, www.eueryday- dertocracy.or'g P The Democracy Imperative, www.unh.edu /democracy U.S. Transparency, wwur.UStransparency.com e Network for Peace through Dialogue, wwwmetworkforpeace.com Common Sense California, www,cornmonsenseca.otg P Global Facilitator Service Corps, www.globalfacilitators.org I Deliberative Democracy Consortium, www .deliberative- democracy.net Institute for the Advancement of Aboriginal Women, www.iaaw.ca Future Search Network, www-sturesearcltmet The Policy Consensus Initiative, www.policyconsensus.org Email NCDD Director Sandy Heierbacher at sand @thatawa .or to join the list of endorsers. Core Principles for Public Engagement 4 More details at www.ncdd.org /pep/ How the Principles were Created The Public Engagement Principles (PEP) Project was launched in mid- February 2009 in response to several unrelated discussions about how the broad dialogue, deliberation, and public engagement fields of practice could or should support Barack Obaua's January 21st memorandum on transparency and open government. The memo stated that the Obama administration would work to "ensure the public trust and establish a system of transparency, public participation, and collaboration" to create an "unprecedented level of openness in Governulent." The memo calls for the creation of an Open Goverment Directive that will instruct executive departments and agencies to take specific actions in the areas of transparency, participation, and collaboration. Our field was abuzz in meetings, on email discussion lists, and on phone calls considering how we could support this effort, and people seemed to agree on one thing in particular: our field of practice, as a whole, needs to agree on and articulate what we consider to be quality public engagement. And this clarity, whether or not it impacts the Open Government Directive, will be a great benefit to our field. A small working group, listed on page one, formed to consider how to move forward quickly in as collaborative and transparent a way as possible, and the group decided to encourage broad involvement among our networks in the formation of a set of principles for public engagement we can all get behind. A simple forum (bulletin board) was created on the website of the National Coalition for Dialogue Deliberation (NCDD) to enable people to post and comment on existing sets of public engagement principles, values, and guidelines issued by various organizations and governing institutions, and to start developing a unified set of principles based on the work that had already been done. NCDD's Director, Sandy Heierbacher, initially posted about a dozen sets of principles, and another dozen were soon added by others. Members of NCDD, the International Association for Public Participation (IAP2), and other networks were informed about the project, and dozens of people with different levels and types of experience in public engagement got involved. Tom Atlee of the Co- Intelligence Institute created a draft document integrating all the statements and continents that were posted to the forum, which was subsequently critiqued by dozens of professionals and revised numerous times under the guidance of the core working group. A near -final version was distributed to leading organizations, both for feedback and to get the ball rolling for endorsements. At the same tune, the text was posted to an open document review website to allow people to critique statement by statement. The final version on these pages emerged from that process, and was approved by the core group. It is currently being distributed through various public engagement, conflict resolution, and collaboration networks, inviting all who are interested to endorse the Core Principles as an organization or as an individual. Please feel free to contact ncdd @thataway.org if you have questions about this document, or if you wish to endorse. Core Principles for Public Engagement 5 More details at www.ncdd.org /pep/ Expanded Descriptions of the Principles Although we are not seeking endorsements fbr the expanded descriptions of the Core Principles for Public Engagement, the text on the following pages was developed in a highly collaborative and transparent manner alongside the basic seven principles. The purpose of the expanded text is to illustrate and breathe life into the principles, and it should accompany the list of Core Principles whenever possible. This expanded text carl be tweaked or revised for different audiences mui we welcome you to do so. Principle #1 CAREFUL. PLANNING AND PREPARATION Through adequate and inclusive planning, ensure that the design, organization, and convening of the process serve both a clearly dined purpose and the needs of the participants. In high quality engagement: Participation begins when stakeholders, conveners and process experts engage together, with adequate support, in the planning and organizing process. Together they get clear on their unique context, purpose and task, which then inform their process design as well as their venue selection, set -up and choice of participants. They create hospitable, accessible, functional environments and schedules that serve the participants' logistical, intellectual, biological, aesthetic, identity, and cultural needs. In general, they promote conditions that support all the qualities on this list. What to avoid: Poorly designed programs that do not fit the specific needs and opportunities of the situation, or that are run by untrained, inexperienced, or ideologically biased organizers and programs. Such programs fail to achieve the desired objectives and disrespect or exclude relevant stakeholder groups. Public meetings are held in inaccessible, confusing venues, with inflexible schedules that do not provide adequate time for doing what needs to be done. Logistical, class, racial, and cultural barriers to participation are left unaddressed, effectively sidelining marginalized people and further privileging elites, majorities, "experts," and partisan advocates. Core Principles for Public Engagement 6 More details at www.ncdd.org /pep/ Principle #2 INCLUSION AND DEMOGRAPHIC DIVERSITY Equitably incorporate diverse people, voices, ideas, and information to lay the groundwork for quality nutrornes and democratic legitimacy. In high quality engagement: Conveners and participants reflect the range of stakeholder or demographic diversity within the community or on the issue at hand. Where representatives are used, the nature, source, and any constraints on their representative authority are clearly identified and shared with participants. Alternatively, participants are randomly selected to represent a microcosm of the public. Participants have the opportunity to grapple with data and ideas that fairly represent different perspectives on the issue. Participants have equal status in discussions, and feel they are respected and their views are welcomed, heard, and responded to. Special effort is made to enable normally marginalized, silent, or dissenting voices to meaningfully engage and fundamental differences are clarified and honored. Where necessary, anonymity is provided to enable important contributions. What to avoid: Participants are mostly "the usual suspects" perhaps with merely token diversity added. Biased information is presented, and expert testimony seems designed to move people in a specific direction. People do not feel that it is safe to speak up, or they have little chance to do so and if they do, there is little sign that they are actually heard. Participants, stakeholders, or segments of the public feel their interests, concerns and ideas are suppressed, ignored, or marginalized. Anonymity is used to protect abuses of power; not vulnerable critics. Core Principles for Public Engagement 7 More details at wwrv.ncdd.org /pep/ Principle #3 COLLABORATION AND SHARED PURPOSE Support and encourage participants, goaernrnerat and cow nullity institutions, and others to work together to advance the common good. In high quality engagement: Organizers involve public officials, "ordinary" people, community leaders, and other interested and /or affected parties as equal participants in ongoing discussions where differences are explored rather than ignored, and a shared sense of a desired future can emerge. Organizers pay attention to the quality of conununication, designing a process that enables trust to be built among participants through dialogue, permits deliberation of options, and provides adequate time for solutions to emerge and evolve. People with different backgrounds and ideologies work together on every aspect of the program from planning and recruiting, to gathering and presenting information, all the way through to sharing outcomes and implementing agreed -upon action steps. In government- sponsored programs, there is good coordination among various agencies doing work relevant to the issue at hand. What to avoid: Unresponsive power- holders deliver one -way pronouncements or preside over hostile, disrespectful or stilted conversations. Patronizing experts and authorities feel they already have all the answers and "listen" only to appease. Engagement has no chance of impacting policy because relevant decisions have already been made or are already in the pipeline, or because those in power are not involved or committed. Loud or mainstream voices drown out all others, while personal stories, emotions, and unpopular opinions are not welcomed. References to isolated data or studies are used to suppress other forms of input. Involvement feels pointless to participants, lacking clear purpose or a link to action. Core Principles for Public Engagement 8 More details at www.ncdd.org /pep/ Principle #4 OPENNESS AND LEARNING Help all involved listen to each other, explore new ideas unconstrained by predetermined outcomes, learn arid apply information in ways that generate new options, and rigorously evaluate public engagement activities for effectiveness. In high quality engagement: Skilled, impartial facilitators and simple guidelines encourage everyone involved to share their views, listen, and be curious in order to learn things about themselves, each other, and the issues before them. Shared intention and powerful questions guide participants' exploration of adequate, fair, and useful information and of their own disagreements in an open and respectful atmosphere. This exploratory atmosphere enables them to delve more deeply into complexities and nuances and thereby generate new understandings, possibilities, and /or decisions that were not clear when their conversation began. There is an appropriate balance between consulting (a) facts and expertise and (b) participants' experience, values, vision, intuition, and concerns. Participants and leaders take away new skills and approaches to resolving conflicts, solving problems, and making decisions. Careful review, evaluation, and a spirit of exploration and irurovation improve subsequent engagement work and develop institutional and community capacity. What to avoid: "Window dressing" public exercises go through the motions required by law or the dictates of PR before announcing a pre-determined outcome. Participants get on soapboxes or are repressed; fight or conform; get overridden or overwhelmed; and are definitely not listening to each other. Facilitation is weak or too directive, interfering with people's ability to conununicate with each other openly, adjust their stances, and make progress. Assertive, mainstream, and official voices dominate. Available information is biased, scanty, overwhelming, or inaccessible and experts lecture rather than discuss and clarify. Lack of time or inflexible process make it impossible to deal with the true complexity of the issue. Organizers and facilitators are too busy, biased, or insecure to properly review and evaluate what they've done. Core Principles for Public Engagement 9 More details at wiivw.ncdd.org /pep/ Principle #5 TRANSPARENCY AND TRUST Be clear and open about the process, and provide a public record of the organizers, sponsors, outcomes, and range of views anal ideas expressed. In high quality engagement: Relevant information, activities, decisions, and issues that arise are shared with participants and the public ur a timely way, respecting individuals' privacy where necessary. Process consultants and facilitators are helpful and realistic in describing their place in the field of public engagement and what to expect from their work. People experience planners, facilitators, and participants with official roles as straightforward, concerned, and answerable. Members of the public can easily access information, get involved, stay engaged, and contribute to the ongoing evolution of outcomes or actions the process generates. What to avoid: It is hard, if not impossible, to find out who is involved, what happened, and why. Research, advocacy, and answerability efforts are stymied. Participants, the public, and various stakeholders suspect hidden agendas and dubious ethics. Participants not only don't trust the facilitators but are not open about their own thoughts and feelings. Core Principles for Public Engagement 10 More details at www.ncdd.o Pep/ Principle #6 IMPACT AND ACTION Ensure each participatory effort has the potential to stake a difference, and that participants are aware of that potential. In high quality engagement: People believe and can see evidence that their engagement was meaningful, influencing government decisions, empowering them to act effectively individually and /or together, or otherwise impacting the world around them. Communications (of media, government, business and /or nonprofits involved) ensure the appropriate publics know the engagement is happening and talk about it with each other. Convening organizations or agencies maximize the quality and use of the input provided, and report back to participants and the public about how data from the program influenced their decisions or actions. The effort is productively linked to other efforts on the issue(s) addressed. Because diverse stakeholders understand, are moved by, and act on the findings and recommendations of the program, problems get solved, visions are pursued, and communities become more vibrant, healthy, and successful despite ongoing differences. What to avoid: Participants have no confidence that they have had any meaningful influence before, during, or after the public engagement process. There is no follow- through from anyone, and hardly anyone knows it happened, including other people and groups working on the issue being addressed. Participants' findings and recommendations are inarticulate, ill- tinned, or useless to policy makers or seem to represent the views of only a small unqualified group and are largely ignored or, when used, are used to suppress dissent. Any energy or activity catalyzed by the event quickly wanes. Core Principles for Public Engagement 11 More details at www.ncdd.org /pep/ Principle #7 SUSTAINED ENGAGEMENT AND PARTICIPATORY CULTURE Promote n culture of participation with programs mid institutions that support ongoing quality public engagement. In high quality engagement: Each new engagement effort is linked intentionally to existing efforts and institutions government, schools, civic and social organizations, etc. so quality engagement and democratic participation increasingly become standard practice. Participants and others involved in the process not only develop a sense of ownership and buy -in, but gain knowledge and skills in democratic methods of involving people, snaking decisions and solving problems. Relationships are built over time and ongoing spaces are created in communities and online, where people from all backgrounds can bring their ideas and concerns about public affairs to the table and engage in lively discussions that have the potential to impact their shared world. What to avoid: Public engagements, when they occur, are one -off events isolated from the ongoing political life of society. For most people, democracy means only freedoms and voting and perhaps writing a letter to their newspaper or representative. For activists and public officials, democracy is the business -as -usual battle and behind -the- scenes maneuvering. Few people including public officials have any expectation that authentic, empowered public participation is possible, necessary, forthcoming, or even desirable. Privileged people dominate, intentionally or unintentionally undermining the ability of marginalized populations to meaningfully participate. Core Principles for Public Engagement 12 e More details at www.ncdd.org /pep/ TO: Council Members Boyle, Eldridge, Marquis and Moore CC: l7/7-0/6 BOB MOLLOY Maw (907) 283 -7373 (VOICE) 283 -2835 (FAX) bob @molloyforcouncil com Pat Porter, Mayor; Hal Smalley, Vice Mayor; Carol Frees, City Clerk; Rick Koch, City Manager; Krista Stearns, City Attorney; Christine Cunningham, Executive Assistant FROM: Bob Molloy DATE: 02 -09 -10 SUBJECT; Resolution No. 2009 -68 As Amended 01 -20 -10 Ideas for A Town Hall Meeting Format As The Next Step In Additional Public Process, And Other Ideas The Mayor, Vice Mayor, City Manager, City Clerk, City Attorney, Executive Assistant and I met on 1- 25 -10: We discussed several ideas for a format for a Town Hall meeting, including a workshop component that involved a series of educational presentations. Following that meeting, there were comments recommending against including a workshop as a component of this Town Hall Meeting format. In addition, I developed a draft proposed Format /Agenda, draft Welcome Remarks Rules of Participation, draft Topics Sheet, and draft Protocol For Public Dialogue based on some research that I did on my own and on some very valuable volunteer input from Heidi P. Chay, Horizon Mediation Services. The format proposed does not include a workshop component with multiple presentations. We met again on 2- 08 -10, and the group's discussion led to some revisions to the draft materials; the group's recommended revisions are incorporated in the second draft set of materials submitted with this memo. (Draft v.100209) includes: Format /Agenda, page 1; Welcome Remarks Rules of Participation, pages 2 -3; Topics Sheet, page 4; and Protocol For Public Dialogue, pages 5 -6. Thank you to Heidi P. Chay, Horizon Mediation Services, for her assistance. TOWN HALL MEETING FORMAT /IDEAS (DRAFT v.100209) Format/Agenda Pre- Meeting/Meeting 00:00 City staff arrives to test equipment and check set -up 0:30 1:00 Two City staff members at sign in table for Public Comment Meeting 1:00 1:05: 1:05 1:20: (See Welcome Remarks Rules of Participation) (And see Town Hall Meeting Protocol) 1:20 —1:35' 35 Minute Presentation (Maximum) City Manager, City of Kenai (City's present initiatives actions RE continuing to build a sustainable community) 1:35 -3:35 Public Participation/Facilitated Discussion Comments, Discussion and Conversation from Constituents /Public 4 (2? 3 Minutes Maximum Per Person 3:35 3:40 3:40 3:50 Post- meeting 3:50 4:10 4:10 -4:30 pm 1 TOWN HALL MEETING SPONSORED BY CITY OF KENAI "Village with a Past, City with a Future" A KENAI COMMUNITY DIALOGUE ON "CONTINUING TO BUILD A SUSTAINABLE COMMUNITY" Mayor Opening Welc$me Remarlcs (Introduction of Moderator) Moderator (Chair) Opening Rem (Key Question: "11Fiiat policies, initiatives reactions should the City of Kenai support in order to continue building,,a sustainable community that can cope with the impacts of rising energy costs, unemployment and economic instability, and climate impacts Mayor Wrap -up Moderator Wrap -up Staff remains until all rooms clear Staff breakdown and clean-up TOWN HALL MEETING FORMAT/IDEAS (DRAFT v.100209) By Mayor: [Introduce Moderator] By Moderator: 2 Town Hall Meeting A Kenai Community Dialogue On "Continuing To Build A Sustainable Community" Welcome Remarks Rules of Participation [Welcome] This Town Hall Meeting is an informal public meeting sponsored by the City of Kenai. The public is invited to listen to the Moderator, listen to the short presentation by the City Manager, then participate by voicing your individual comifaents and opinions of discussing topics related to the key question, in an orderly that is facilitated by the Moderator, and is intended to be a corrununity dialogue not a debate. No council vote or council action will betaken tonight at the conclusion of this meeting. Your comments and opinions are important input to the Kenai City Council. The Mayor is present in her .ceremonial role and any other Kenai City Council members present are here only as observers. When we get to the Public Participation /Facilitated Discussion portion of this meeting, there is a limit of (two? three minutes per individual speaker. The purpose of this time limit is to share the floor among as many people as possible, allowing as many people a chance to speak and discuss as time permits today. The moderator will enforce this time limit. If you want to comment or join in the discussion during the portion of this meeting for Public Participation/Facilitated Discussion, and you have not already done so, please sign in with city staff handling the Public Discussion List. After those who have signed up have commented, if time permits, then I (the moderator) will ask you to raise your hand if you want to speak and I (the moderator) will point you out to the staff handling microphones to come to you (or will tell you to go to the podium to speak). TOWN HALL MEETING FORMAT /IDEAS (DRAFT v.100209) You do not have to have a prepared speech. The idea is to keep the discussion or dialogue flowing while the floor is shared by as many people as possible in an orderly process. Your comments or discussion should be directed to the issues or topics relating to the key question. The key question for this community dialogue is: "What policies, initiatives and actions should the City of Kenai support in order to continue building a sustainable community that can cope with the impacts of rising energy costs, unemployment and economic!` instability, and climate impacts'" Some of the potential topics for comment and dialogue are listed on the Topics Sheet as suggestions, but you may have other related topics to discuss that are not listed on the Topics Sheet. Please welcome and respect the diversity of opinion interrupt other speakers. Please use the comment cards in the sign -up area for any additional comments or questions. Or if you have extensive comments, please visit CUy of Kenai webpage to contact the Mayor and city council members, city clerk or ;city manager, and send your e- mail comments at any time These comments will be directed to the mayor /council members and will be posted on the City's webpage under "hot topics." 3 ase remain civil and do not TOWN HALL MEETING FORMAT/IDEAS (DRAFT v.I00209) 4 Energy conservation Energy efficiency Improve energy efficiency in buildings, transportation, etc.. weatherization etc.; regional van transportation Reduce emissions Increase public knowledge of issues related to e Seek solutions that mitigate climate impacts Support the development of renewable energy Support the development of non renewable energy Support the development of a sustainable Alaska energy'pplicy or plan Jobs Town Hall Meeting: Topics Sheet Unemployment Workforce development Create a stilled workforce for a new clean- energy economy Climate impacts Impacts of ocean acidification on ocean, resources that support commercial, sport and subsistence fishing activities, commercial fish processing activities, tourism, and recreation Sup natural resources ssi o` Encourage actions va ±I is our own, coax i iunity to mitigate adverse i energy costs. economic, instability, climate impacts and ocean acidification Encourage actions within our own community to adapt to unavoidable changes ity efforts to educate the public and elected officials acts of Network with: other Alaskan communities on the issues of mutual concern, including rising energy costs, econo#'iic instability, ocean acidification, and the responsible development of Lobby Alaska's congressional delegation to help influence the content of any federal legislation Protect or rebuild infrastructure that is threatened by climate impacts or other impacts Support community gardening (food issues) TOWN HALL MEETING FORMAT/IDEAS (DRAFT v.100209) Town Hall Meeting A Kenai Community Dialogue On "Continuing To Build A Sustainable Community" Protocol For Public Dialogue (Without Utilization of Discussion Group or Separate Discussion Groups) Holding a town hall meeting is intended to be an efficient way to gather qualitative information and data through the use of a focused community dialogue. The reward for this work is dynamic information not just about what people feel, but about why people feel the way they do about the question. A community 'dialogue has the potential to provide both accurate and in -depth information and data, This town hall meeting is intended as a complement to the previous public hearings on related questions. What follows are comments on the general protocol for conducting the town hall meeting successfully where the format is individual public comments and discussion rather than utilization of a format involving either a group discussion or splitting the group of attendees up into separate discussion groups The Moderator Fundamental to the to hall meeting is a moderator who facilitates the discussion and community dialogue. This person should feel at ease speaking in front of the group, but he or she is not in the role of a "teacher." The mode'rator's goal is to make the participants feel comfortable in expressing themselves openly, while keeping the discussion and dialogue on tack in an orderly process.' Setth' the Rules Prior to starting the discussion, the moderator should lay down a few ground rules. Generally, rules should include the following: 5 only one person talking at a time; no side discussions among participants; no individuals should be put down because of' their opinions; O all thoughts and ideas are valued; and there are no wrong or right answers. Care and creativity should be used when setting rules. The Key Question and Topic Sheet The key question and the topic sheet are the tools that drive the meeting and the resul g TOWN HALL MEETING FORMAT /IDEAS (DRAFT v.100209) information and data. Answers to the key question addressing any of the discussion items listed on the topic sheet will provide good information and data for later analysis. If the moderator needs to ask questions, then any questions that the moderator asks should be open -ended and be focused on the key question and the discussion items listed on the Topics Sheet. Conducting The Community Dialogue The community dialogue and public participation portion itself under agenda item "Public Participation/Facilitated Discussion" should last up to 2 hours and should follow a structured format. The moderator should make every attempt to find a balance between keeping the community dialogue on track and allowing it to flow naturally. Individual speakers do not have to have a prepared speech. The idea is to keep the discussion or dialogue flowing while the floor is shared by as many people as possible in an orderly process with the discussion facilitated by the moderator, and is intended to be a community dialogue, not a debate. The purpose of this time limit is to share the floor among as many people as possible, allowing as many people a chance to speak and discuss as time permits. The moderator will enforce this time limit. The individual speaker's comments or discussion should be directed to the issues or topics listed on the Topics Sheet or otherwise relating to the key question. Recording And Using The Information The town hall meeting should be recorded by using audio or audio visual recording equipment. The use of recording egiipmenfrallows the meeting to be evisited when. needed, The community dialogue /public participation portion could also be transcribed or at least listened to for quotes and general ideas if necessary at a later date. A form for a data matrix or for other notes could be developed for use, in order to keep track of major themes and quotes from the discussion and community dialogue. The City Clerk or designee should take notes, and council members present could take notes on a copy of the form or data Matrix. The information gathered from this town hall meeting should be used to complement the substantial public comment previously received on the related questions, perhaps using participant quotes and the grouping of ideas The grouping of ideas refers to the categorizing of the comments, attitudes, feelings, or beliefs of the individuals toward the key question and its related topics. -6- KENAI, ALASKA MEMO: TO: City Council FROM: Rick Koch DATE: March 11, 2010 SUBJECT: Town Hall Meeting The purpose of this correspondence is to provide information regarding the above referenced Town Hall Meeting. Administration Recommended Facilitator Glaser Associates, Inc. —See attached information Schedule The Glasers are available on the following dates: May 7 8 June 4 5 June 18 19 Tillage with a Past, Cc with a Future 210 Fidalgo Avenue, Kenai, Alaska 99611 -7794 Telephone: 907- 283 -7535 FAX: 907- 283 -3014 1 111 i Initially the Council selected May7 8 for the training meeting. Subsequent to that selection we became aware the Horner Shore Bird Festival took place at the same time and it was suggested to explore a different weekend. On Tuesday, March 9` a meeting was attended by Mayor Porter, Councilor Molloy, carol Freas, Krista Stearns, and myself to discuss the Community Sustainability Town Hall Meeting. At that meeting it was decided to have a discussion at the next council meeting (march 17`h) about holding the training /meetings on June 4 5. Following the meeting of March 9 I was made aware the Kenai Air Fair is scheduled for June 5` We need to determine a firm date in order to confirm with the trainers /facilitators. 1992 Proposed Agenda Day One (Fri) 10AM -4PM Collaborative Leadership training for management staff and for City of Kenai Council (not mandatory for Council but highly recommended). Day Two (Sat) 9AM -12 PM Town Hall Meeting 1:30 PM -4PM Glaser meeting with facilitators from Town Hall Meeting (staff) 5PM- 7:30PM Council work session, facilitation and develop resolution Budget Based on discussions with Council, working group and the consultants the following is the administration's proposed budget: Cost Item Description Budget Amount Consultants 11, 475 Air Fare 2,000 Per Diem 600 Coffee /Refreshment for Town Hall Meeting 250 Rental of Challenger Learning Center 500 Contingency 175 Total 15,000 The source of funding is proposed to be 7,500 from the comprehensive plan (project fund) and $7,500 from legislative accounts. Rick Koch From: Susan Glaser [susan @theglasers.com] Sent: Wednesday, February 03, 2010 2:44 PM To: Rick Koch Cc: Christine Cunningham; Layla Yarr Subject: Re: Following up Attachments: Fee Outline City of Kenai.pdf Hi Rick, Wanted to reconnect before departing tomorrow for New Zealand. It is very likely that if we schedule your program in Kenai, there will be other Alaska clients that would allow for a significant reduction in fees as well as travel expenses. If you are interested in securing dates and having us pursue other local projects around your preferred dates, please let Layla know right away. If we are able to accomplish this, we can offer you our local, Oregon rates which would bring your total presentation fee to $11,475.00. We are copying Layla on this email so that you can be in touch with her directly when we are gone. Warmest regards, Susan and Peter Susan R. Glaser, Ph.D. Lead Researcher and Senior Consultant Glaser Associates 1740 Craigmont Ave. Eugene, OR 97405 541 343 -7575 541 343 -1706 fax www.theglasers.com GLASER Fa ASSOCIATES INC. EXECUTIVE OFFICES 1740 CRAIGMONT AVENUE EUGENE, OR 97405 541 -343 -7575 AGENDA CONSULTANTS CONTACT MATERIALS FEE TOTAL PRESENTATION FEE TRAVEL /EXPENSES FEE OUTLINE City of Kenai 210 Fidalgo Ave. Kenai, AK 99611 Day one 10:00 a.m. to 4:00 p.m. Collaborative Leadership training fo $6800.00 Day one 5:30 p.m. to 8:30 p.m. Town Hall meeting facilitation $4775.00 anagement staff Day two 9:00 a.m. to 11:00 a.m. Glaser meeting with facilitators from Town Hall meeting Day two 11:00 a.m. to 3:00 p.m. Council facilitation: Developing Resolutions $6800.00 Peter A. Glaser, Ph.D. and Susan R. Glaser, Ph.D. Rick R. Koch $6.95 per attendee copyright duplication fee (waived for these presentations). 11 I OS $1-6753-7756 10% government discount). Fee includes pre program planning phone conference and post training follow up call. One half due upon signing contract. Remainder billed with expenses after program. Airfare, local transportation, lodging, meals, and local parking expenses billed after program. Original receipts provided. Glaser Home Page °LA /ATEA /NC See the Brochure The Glasers hold several open enrollment MLC courses per year. Each seminar is three full days. Oregon Eighteenth annual seminar, September 29, 30, October 1, 2010 in Eugene, Oregon. Click here for more Information Click here to register New Zealand Sixth annual seminar, February 15, 16, and 17, 2010 in Dunedin, New Zealand. Learn With Us at Luxury Spas The Glaser's lecture series at Rancho I a Puerta and Canyon Ranch includes several programs based on the Glaser's international award- winning research. Dates: Both Rancho La Puerta and Canyon Ranch dates are TBA. http://www.theglasers.com/ Welcome Glaser and Associates is a company dedicated to the inter personal health of your business or organization. For 35 years, Drs. Peter and Susan Glaser have been helping people. They've published award winning research in communication skills, workplace culture, team building and conflict resolution, and they've brought their powerful communication techniques to Fortune 500 companies and organizations around the world through seminars and on -site consultations. The Glasers teach that our lives are a universe of potentially deadlocked moments and how we navigate through those moments in the end defines our impact, our influence, and even our legacy. The Glaser's approach is unique because they don't just provide ideas and theories, but give people research -based models skills to use in everyday life. The Glaser's work is enormously valuable, keenly pragmatic, and thoroughly entertaining. Explore the many Glaser Services. See the Glasers in Action Roll mouse over screen click PLAY arrow Download a Full Version 220 x 165 Must have high -speed connection QuirkTime Version Windows Media Nary Version Page 1 of 1 Be Quiet, Be Heard Even with the best of intentions, many of us make communication mistakes that take a toll on our professional and personal lives. Be Quiet, Be Heard offers a solution. This book teaches concrete, tangible communication skills research based and field- tested over 35 years for a wide range of communication challenges that organizations and individuals face. Purchase the Book r w Viet tcrt a ©Copyright 2010 Glaser and Assoc All right reserved. No part of this website or its flies may be duplicated witho 3/9/2010 About the Glasers Glaser and Associates are changing the way people and organizations handle conflict resolution and build trust, enabling them to transform interpersonal relationships and develop high performance teams. The Glasers provide essential interpersonal communication and consulting tr services to businesses and governments worldwide. Their hands -on approach transforms organizational culture as it promotes long -term change with Ni g immediate and sustainable results. Backed by over 35 years of published field research, the Glaser's practical and powerful communication tools are delivered in a personal and entertaining way. Their work is described as enormously valuable, keenly pragmatic, and thoroughly entertaining. Drs. Peter A. Glaser and Susan R. Glaser received their PhDs in Communication from the Pennsylvania State University. Authors of the internationally acclaimed book, "Be Quiet, Be Heard: The Paradox of Persuasion they have been married business partners and co- presenters for 35 years. Drs. Glaser have published Email three books and more than 40 research articles. Their research on transforming info tl,e.. ers.com organizational culture has received the International Association of Business Communication Research Foundation Award for bridging communication theory and practice. Feature stories have been written about them in Business Week, Nation's Business, Working Woman, Success Magazine, and the Washington Post. The Glasers joined the faculty of the University of Oregon in 1975. Active 541 343 1706 consultants since 1970, their work has taken them around the world working with leaders from Fortune 500 companies such as Microsoft, Hitachi, Hewlett Packard, Weyerhaeuser, Tektronix, Hyundai, and Sony Corporation. They spend February in New Zealand working with leaders from both the private and public sectors. They have worked with federal, state, and local government leaders, from New York to Scotland and the U.K. Their ongoing work with the United States Senate includes assisting a bipartisan group of Chiefs of Staff to reach beyond the political divide and create consensus. Contact Us Mailing address Glaser Associates, Inc. Executive Offices 1740 Craigmont Eugene, Oregon 97405 Call us Phone: 541- 343 -7575 To I ffree: 800 -980 -0321 Fax About Glaser and Associates Layla Yarr Awards and Honors up. Page 1 of 1 When clients call Glaser Associates, the first person they speak to is Layla Yarr. She is the Glaser's business manager and has known Peter and Susan for nearly two decades. She makes the infrastructure of Glaser Associates a blend of effortless efficiency, and handles every detail with joy and precision, from your first contact to final follow- flack to Too http: /www.theglasers.com/About.html 3/9/2010 Glaser Services Glaser Services hap://www.theglasers.corn/Services.html Connecting with others is the single most essential aspect of our daily lives but positive and effective communication constantly challenges businesses, organizations, friends and families. The Glasers offer a comprehensive tool set to transform an organization. Their proven methods help solve problems and strengthen relationships. They bring a combined 60 years of award winning research and field- tested experience to each of their programs. Their research paper: "Transforming Organizational Communication: Changing how People Resolve Conflict and Solve Problems," received the International Association of Busi gas Communication Research Foundation 1998 Research Award. All the trainings offered by Glaser Associates are research based. Measure and Evaluate your Organization's Culture Reinforce strengths and pinpoint areas for improvement. Organisational Culture Survey Pre-Program Diagnostic Training and Education Developed directly from the Internal life of your organization, these trainings produce observable behavior change. Break Through Conflict Hardwiring Teamwork persuasion and Influence Trainer Traininn for Your Staff Conference, Keynote Presentations and Professional Meetings ©Copyright 2010 GI All right reserved. No part of this webdte or o' Team Development Teamwork models unleash the power of communication that leads to trust, shared understanding and group cohesion. eading Change- Managing CI 'Wire rend Mnvin® Forward Fmpinvee Involvement and Team Development Programs Future Solutions Search Dialogues Executive Coaching We were providing expert executive coaching before it even had a name. Our approach Is personalized, positive and thorough. perSI lasive Sneaking Third Party Intervention and A ssociate: files may be dupi Page 1 of 1 3/9/2010 Glaser Testimonials ir t IMES,. Mt "Not a day goes by that I don't make use of what I learned..." Gene Mills, General Manager, Platt Electric Testimonials 800 Glaser and Associates has a long history of helping people. Read what people are saying about the Glasers. "Susan and Peter have the ability to maintain the energy and interest levels of a group for the entire time of the course. Their teaching methodology developed through years of research and experience enables deep learning." "There are moments in our lives that we will recall with gratitude often, but seldom thank the people responsible. The 3 -day training for Multnomah County Developmental Disabilities Management Team was one of those moments. I cannot thank you enough. We have all benefited from your powerful tour of what is really possible if we are willing to try. Thank you for the might and weight your tools bring. It is an investment in the successful future of our team, and the important work we do for the most vulnerable citizens among us." "Your local and international legend of excellence continues. This was the best and most applicable session offered this year." "You guys were wonderful! Your ability to keep over 100 people totally engaged for the entire program was remarkable. Not only was the content valuable, but your enthusiasm and upbeat spirit were truly inspiring. Everyone walked away at least 2 feet off the ground." "Thanks so much for corning to Microsoft. Everyone was so impressed with your work and it has made a noticeable difference in the way people approach other teams, especially the most challenging ones." "Thanks so much for a truly enlightening day, Your workshop at Whitman College provided us with thoughts and action plans that our community and world really needs! And what's more, we had fun learning and interacting. You made a difference in our lives and in turn, we'll do the same for others." "Without a doubt, this was the best three days of my time. The course content is so practical that no future presentations should ever be undertaken without utilizing the skills learned in this course." "Your work and expertise are truly needed today and your passion for your work is evident in all that you do." "I've never seen a senate session get so much done so quickly and on schedule." Robyn Brown Learning and Development Advisor Waitakere City Council, New Zealand Patrice Botsford Division Manager Multnomah County Development Disabilities Lucy Gardner Leadership Training Consultant Oregon Department of Administrative Services Jock Edwards Board of Directors Sherwood Trust Ali Heron Program Manager Microsoft Lee Coleman Professor Whitman College Page 1 of 3 Maree Clark Financial Analyst Dunedin City Council, New Zealand Tom Russell CEO Adventist Medical Center William Carpenter CIO Oregon Housing and Community Services http:// www. theglasers .com/Testimonials.html 3/9/2010 Glaser Testimonials Page 2 of 3 "My CEO was so impressed with your book that he authorized the purchase of enough copies for the entire leadership group." "No presentation is as powerful and informative at that of the Glasers. The chemistry between the two is only one ingredient that makes this team so special. The tools and concepts are demonstrated very dearly through effective dramatizing and are practiced by the participants during the session. Even the most seasoned trainer, communicator or facilitator will find great value in attending their course." "Just a few weeks after completing your course, an opportunity arose and within one month I had received a promotion! I now work in a position that is in keeping with my professional background and has much less stress. I have again achieved balance in my life... work and family." "At this point in my life and career, I don't sign up unless I'm reasonably certain I can get something from the program that will make me a better leader, a better Chief and a better person. I got all that from you two. Thanks." "We recently visited Canyon Ranch and while there were privileged to attend three different presentations by Peter and Susan Glaser. Their presentation on all three occasions was an 11 out of 10. We found it to be interesting, excellent take home value, good fun and also entertaining while being a fine learning experience for all members of the audience irrespective of age or gender." "I enjoyed your course immensely and have been able to implement several changes in my work and home communication that I just wanted you to know that your course was probably the most influential I have been on for several years!" "I was initially skeptical —I had been through several similar training programs before and didn't believe that another seminar would really help. Then, throughout the year, our team would use the models of clear communication to tackle an issue. We now have practice using the Glaser model to take with us to new team environments." "The Glasers are exceptional. Their program at Hewlett Packard's Leadership Symposium provided participants with a keenly pragmatic, skill -based communication model that is right on target in our diverse and dynamic work environment." "By employing their approach, the Glasers were able to revitalize safety in our plants throughout the United States. They present a sound philosophy with a proven success that was effective at all levels, from line employees to top management. With their assistance, workers' compensation was reduced by 25% and lost time accidents by 30 We continue to use their tools and it has helped to stabilize our improvement." "Peter and Susan's work with the City of Mercer Island has reflected a commitment to understanding our needs, applying their best skills to the issues at hand, and leaving us with a work product that has made us a better organization." Not a day goes by that I don't make use of what I learned. The incredible growth of my company put my leadership skills to the test. I was eager to see if my learning would last when I got back. It has been nothing short of a life change." "Susan and Peter Glaser are two of the finest trainers I have ever seen. Their style is entertaining and enjoyable. They deal with Rob Elliott VP of Member Services Loyalty Delta Community Credit Union Gary Jones PCI Consultant Lisa Nell Planning and Implementation Unit Manager ODOT Transportation Development Division Chief Robin James Puyallup Police Department Clifford Gundle President Knightsbridge Information Svcs. Ltd., London Leana Reid Property Records Analyst Knowledge Centre Dunedin City Council, New Zealand Judith Kalitzki, Ph.D. Director of Professional Development, from MBA student, University of Washington Business School Janet Flaherty Human Resources Manager Hewlett Packard Ed Edgan Container Board Packaging Safety Director Weyerhaeuser Paper Company Paul Lanspery Former City Manager, City of Mercer Island, Washington Current Deputy General Manager, San Diego County Water Authority Gene Mills General Manager Platt Electric Isaac Dixon Director, Office of http:// www. theglasers .com/Testimonials.html 3/9/2010 Glaser Testimonials Page 3 of 3 subjects that are fundamental to all of us being more productive managers and employees, as well as better human beings!" This seminar was an exceptional learning experience. The Glasers are masters of creating a balance between theory and practice in a supportive environment, where all participants learn, practice, and grow." Our seminar was the most profitable ever. We received the best critiques ever. The Glasers are due a significant portion of the credit for these results. They were outstanding!" "Glaser Associates helped us to initiate a new phase of employee- management cooperation. Under their guidance, all levels of management carne together and interacted. The result was that safety teams were established, and are still active." "The Glasers focus on skills which are absolutely essential for a successful organizational environment and they do it in a fun, understandable, and motivating way." "Once again, the Glasers have delivered practical, concrete, effective, realistic tools that anyone can master. Entertaining and fun, but most important...it works!" "EO New Zealand held an event with the Glasers in 2008 on the topic of communication in conflict. The Glasers exceeded all expectations. Their content was interesting, well researched and pitched at just the right level for the audience of entrepreneurs, and their delivery of the content was polished, entertaining and very professional. I highly recommend the Glasers as fantastic speakers for EO audiences." "I wanted to thank you for your exceptional presentation and express to you how much you have touched my life. You both approached communication in such simple terms, with sincerity and emotion. That is powerful and life changing. Sincerely, humbly, thankful and forever grateful to your lessons "I recommend the Glasers to any managers and professionals who realize that by improving their communication, they will enrich the culture of their organization and have an overall impact on performance." "One of our account executives was vying for a position that required a visit to Corporate with a presentation as part of her final interview. Using the Glaser method for persuasive presentations, our account exec got rave reviews and a job offer. The best part was that she did such a fabulous job that Corporate wants to have her as a coach to other colleagues as they prepare their own presentations. Using the Glaser techniques, she absolutely stood out in the crown. With one presentation she doubled her salary and stepped up her career path." All right reserved. Diversity Providence Health and Service John Schoen Professor Baylor University Family Business Program Paul D. Zuelke President Zuelke Associates, Inc. Steve Ratner Operations Manager Tektronix Bill Nevell Human Resources Manager Sony Disc Manufacturing Priscilla Gould Executive Director United Way of Lane County Simon Rowell President Entrepreneurs Organization, New Zealand Kerrie Sanders Licensing and Recording Supervisor Marion County Clerk's Office Tom Aitchison Chief Executive The City of Edinburgh Council, Scotland Sheila Strand Executive Director, Everca re Oregon pyright 2 010 Glaser and Associates h is webs to or its Piles may be duplicated without psi a' Bark to Tor http:// www. theg lasers.com /Testimonials.html 3/9/2010 the ciy of KENAI, ALASKA MEMO TO: su A May Car May 7 8 June 4 5 June 18 19 r Porter, C unclior Monoy, Councdor SmaIIey, I Frees, FROM: RIck Koch TE: March 9, 2010 Kill e 210 Fidalgo Avenue, Kenai, Alaska 99611-7794 Telephone: 907-283-7535 FAX: 907-283-3014 JECT: Town HaH Pieetkig drninistration Recommended Facilitator ith rIsta Stearns Glaser Associates, Inc. See attached information Schedule The Glasers are available on the following dates: di? F tare' The purpose of this correspondence is to provide information regarding the above referenced Town Hall Meeting. Agenda Day One (Fri) 10AM-4PM Collaborative Leadership training for management staff and for City of Kenai Council (not mandatory for Council but highly recommended). 5:30PM-8:30PM Town Hall Meeting Day Two (Sat) 9AM-11AM Glaser Meeting with facilitators from Town Hall Meeting (staff) 1PM-5PM Council Meeting, facilitation and develop resolution 1992 is K.ch From: Sent: To: Cc: Subject: Attachments: Hi Rick, Susan Glaser [susan @theglasers.com] Wednesday, February 03, 2010 2:44 PM Rick Koch Christine Cunningham; L.ayla Yarr Re: Following up Fee Outline City of Kenai.pdf Wanted to reconnect before departing tomorrow for New Zealand. It is very likely that if we schedule your program in Kenai, there will be other Alaska clients that would allow for a significant reduction in fees as well as travel expenses. If you are interested in securing dates and having us pursue other local projects around your preferred dates, please let Layla know right away. If we are able to accomplish this, we can offer you our local, Oregon rates which would bring your total presentation fee to $1 1,475,00. We are copying Layla on this email so that you can be in touch with her directly when we are gone. Warmest regards, Susan and Peter Susan R. Glaser, Ph.D. Lead Researcher and Senior Consultant Glaser Associates 1740 Craigmont Ave. Eugene, OR 97405 541- 343 -7575 541- 343 -1706 tax www.theglasers.com GLASE &ASSOCIATES, INC. EXECUTIVE OFFICES 1740 CRAIGMONT AVENUE EUGENE, OR 97405 541- 343 -7575 AGENDA CONSULTANTS CONTACT MATERIALS FEE TOTAL PRESENTATION FEE TRAVEL /EXPENSES Rick R. Koch FEE OUTLINE City of Kenai 2101Fidalgo Ave. Kenai, AK 99611 Day one 10:00 a.m. to 4:00 p.m. Collaborative Leadership training for management staff $6800.00 Day one 5:30 p.m. to 8:30 p.m. Town Hall meeting facilitation $4775.00 Day two 9:00 a.m. to 11:00 a.m. Glaser meeting with facilitators from Town Hall meeting Day two 11:00 a.m. to 3:00 p.m. Council facilitation: Developing Resolutions $6800.00 Peter A. Glaser, Ph.D. and Susan R. Glaser, Ph.D. $6.95 per attendee copyright duplication fee (waived for these presentations). co "tl 17 $1-67-5-34vfr0ncludes 10% government discount). Fee includes pre- program planning phone conference and post training follow up call. One half due upon signing contract. Remainder billed with expenses after program. Airfare, local transportation, lodging, meals, and local parking expenses billed after program. Original receipts provided. Glaser Home Page ASER The Glasers hold several open enrollment MC courses per year. Each seminar is three full days. See the Brochure Oregon Eighteenth annual seminar, September 29, 30, October 1, 2010 in Eugene, Oregon. Click here for more information it New Zealand Sixth annual seminar, February 15, 16, and 17, 2010 in Dunedin, New Zealand. Learn With Us at Luxury Spas The Glaser's lecture series at Rancho Le Puerta and Canyon Ranch includes several programs based on the Glaser's international award winning research. Dates: Both Rancho La Puerta and Canyon Ranch dates are TBA. Weico erne a Glaser and Associates is a company dedicated to the inter personal health of your business or organization. For 35 years, Drs. Peter and Susan Glaser have been helping people. They've published award winning research in communication skills, workplace culture, team building and conflict resolution, and they've brought their powerful communication techniques to Fortune 500 companies and organizations around the world through seminars and on -site consultations. The Glasers teach that our lives are a universe of potentially deadlocked moments and how we navigate through those moments in the end defines our impact, our influence, and even our legacy. The Glaser's approach is unique because they don't just provide ideas and theories, but give people research -based models skills to use in everyday life. The Glaser's work is enormously valuable, keenly pragmatic, and thoroughly entertaining. U.cplore the many Glaser Services. o h See the Glasers in Action Roll mouse over screen click PLAY arrow Download a Full Version 220 x 165 Must have high -speed connection windows Media Player Version Be Quiet, Be Heard offers a solution. This book teaches concrete, tangible communication skills research based and field- tested over 35 years for a wide range of communication challenges that organizations and individuals face. Purchase the Book SC m ViiRT;1 Page 1 of 1 Be Quiet, Be Heard Even with the best of intentions, many of us make communication mistakes that take a toll on our professional and personal lives. ©Copyright 2010 Ceases and Associates All right resented. No part of this weltsite or its flies may be duplicated without permission. http: /www.Cheglasers.com/ 3/9/2010 About the Glasers ASER t i li"3C.' Contact Us Mailing address Glaser Associates, Inc. Executive Offices 1740 Craigmont Eugene, Oregon 97405 Email info theglasers corn Call us Phone: 541- 343 -7575 To I lfree: 800-980-0321 About Glaser and Associates 0 -032 h Page 1 of 1 Glaser and Associates are changing the way people and organizations handle conflict resolution and build trust, enabling them to transform interpersonal relationships and develop high performance teams, The Glasers provide essential interpersonal communication and consulting services to businesses and governments worldwide. Their hands -on approach ansforms organizational culture as it promotes long -term change with mmediate and sustainable results. Backed by over 35 years of published field research, the Glaser's practical and powerful communication tools are delivered in a personal and entertaining way. Their work is described as enormously valuable, keenly pragmatic, and thoroughly entertaining. Drs. Peter A. Glaser and Susan R. Glaser received their PhDs in Communication from the Pennsylvania State University. Authors of the internationally acclaimed book, "Be Quiet Be Heard: The Paradox of Persuasion they have been married business partners and co- presenters for 35 years. Drs. Glaser have published three books and more than 40 research articles. Their research on transforming organizational culture has received the International Association of Business Communication Research Foundation Award for bridging communication theory and practice. Feature stories have been written about them in Business Week, Nation's Business, Working Woman, Success Magazine, and the Washington Post. Fax The Glasers joined the faculty of the University of Oregon in 1975. Active 541 343 1706 consultants since 1970, their work has taken them around the world working with leaders from Fortune 500 companies such as Microsoft, Hitachi, Hewlett Packard, Weyerhaeuser, Tektronix, Hyundai, and Sony Corporation. They spend February in New Zealand working with leaders from both the private and public sectors. They have worked with federal, state, and local government leaders, from New York to Scotland and the U.K. Their ongoing work with the United States Senate includes assisting a bipartisan group of Chiefs of Staff to reach beyond the political divide and create consensus. Laylla Yarr Awards and Honors When clients call Glaser Associates, the first person they speak to is Layla Yarr. She is the Glaser's business manager and has known Peter and Susan for nearly two decades. She makes the infrastructure of Glaser Associates a blend of effortless efficiency, and handles every detail with joy and precision, from your first contact to final follow up. 9as� -i27aF http: /www.theglasers.com/About.html 3/9/2010 Glaser Services Glaser Services Connecting with others is the single most essential aspect of our daily lives but positive and effective communication constantly challenges businesses, organizations, friends and families. The Glasers offer a comprehensive tool set to transform an organization. Their proven methods help solve problems and strengthen relationships, They bring a combined 60 years of award winning research and field- tested experience to each of their programs. Their research paper: "Transforming Organizational Communication: Changing how People Resolve Conflict and Solve Problems," received the International Association olataness Communication Research Foundation 1998 Research Award. All the trainings offered by Glaser Associates are research- based. Measure and Evaluate your Organization's Culture Reinforce strengths and pinpoint areas for improvement. Organizational Culture Survev Pre- Program Diagnostic Tra n ney and Education Developed directly from the Internal life of your organization, these trainings produce observable behavior change. Trainer Training for Your Staff Conference Keynote Presentations and Professional Meetinns ©Copyright 2010 Glaser arid al€ right reserved. hio part of this wehsite Or its fifes. iota Teaa®u Development Teamwork models unleash the power of communication that leads to trust, shared understanding and group cohesion. £moigyee Involvement and Team. development Programs Executive Coaching We were providing expert executive coaching before it even had a name. Our approach is personalized, positive and thorough. PerSnasiVe Sneaking Third Partanter n Page 1 of 1 Waitots't. pe uv+tjesiear... http:// www .theglasers.com/Services.html 3/9/2010 Glaser Testimonials Page 1 of 3 Not a day goes by that I don't make use of what I learned..." Gene Mills, General Manager, Platt Electric http: /www.theglasers.com/Testi Testimonials 0 Glaser and Associates has a long history of helping people are saying about the Glasers. "Susan and Peter have the ability to maintain the energy and interest levels of a group for the entire time of the course. Their teaching methodology developed through years of research and experience enables deep learning." "There are moments in our lives that we will recall with gratitude often, but seldom thank the people responsible. The 3 -day training for Multnomah County Developmental Disabilities Management Team was one of those moments. I cannot thank you enough. We have all benefited from your powerful tour of what is really possible if we are willing to try. Thank you for the might and weight your tools bring. It is an investment in the successful future of our team, and the important work we do for the most vulnerable citizens among us." "Your local and international legend of excellence continues. This was the best and most applicable session offered this year." "You guys were wonderful! Your ability to keep over 100 people totally engaged for the entire program was remarkable. Not only was the content valuable, but your enthusiasm and upbeat spirit were truly inspiring. Everyone walked away at least 2 feet off the ground." "Thanks so much for coming to Microsoft. Everyone was so impressed with your work and it has made a noticeable difference in the way people approach other teams, especially the most challenging ones." "Thanks so much for a truly enlightening day. Your workshop at Whitman College provided us with thoughts and action plans that our community and world really needs! And what's more, we had fun learning and interacting. You made a difference in our lives and in turn, we'll do the same for others." "Without a doubt, this was the best three days of my time. The course content is so practical that no future presentations should ever be undertaken without utilizing the skills learned in this course." "Your work and expertise are truly needed today and your passion for your work is evident in all that you do." "I've never seen a senate session get so much done so quickly and on schedule." onials.html Read what people Robyn Brown Learning and Development Advisor Waitakere City Council, New Zealand Patrice Botsford Division Manager Multnomah County Development Disabilities Lucy Gardner Leadership Training Consultant Oregon Department of Administrative Services Jock Edwards Board of Directors Sherwood Trust Ali Heron Program Manager Microsoft Lee Coleman Professor Whitman College Maree Clark Financial Analyst Dunedin City Council, New Zealand Toren Russell CEO Adventist Medical Center William Carpenter CIO Oregon Housing and Community Services 3/9/2010 Glaser Testimonials Page 2 of 3 "My CEO was so impressed with your book that he authorized the purchase of enough copies for the entire leadership group." "No presentation is as powerful and informative at that of the Glasers. The chemistry between the two is only one ingredient that makes this team so special. The tools and concepts are demonstrated very clearly through effective dramatizing and are practiced by the participants during the session. Even the most seasoned trainer, communicator or facilitator will find great value in attending their course," "Just a few weeks after completing your course, an opportunity arose and within one month I had received a promotion! I now work in a position that is in keeping with my professional background and has much less stress. I have again achieved balance in my life... work and family." "At this point in my life and career, I don't sign up unless I'm reasonably certain I can get something from the program that will make me a better leader, a better Chief and a better person. I got all that from you two. Thanks." "We recently visited Canyon Ranch and while there were privileged to attend three different presentations by Peter and Susan Glaser. Their presentation on all three occasions was an 11 out of 10. We found it to be interesting, excellent take home value, good fun and also entertaining while being a fine learning experience for all members of the audience irrespective of age or gender." "I enjoyed your course immensely and have been able to implement several changes in my work and home communication that I just wanted you to know that your course was probably the most influential I have been on for several years!" "I was initially skeptical —I had been through several similar training programs before and didn't believe that another seminar would really help. Then, throughout the year, our team would use the models of clear communication to tackle an issue. We now have practice using the Glaser model to take with us to new team environments." "The Glasers are exceptional. Their program at Hewlett Packard's Leadership Symposium provided participants with a keenly pragmatic, skill -based communication model that is right on target in our diverse and dynamic work environment." "By employing their approach, the Glasers were able to revitalize safety in our plants throughout the United States. They present a sound philosophy with a proven success that was effective at all levels, from line employees to top management. With their assistance, workers' compensation was reduced by 25% and lost time accidents by 30 We continue to use their tools and it has helped to stabilize our improvement." "Peter and Susan's work with the City of Mercer Island has reflected a commitment to understanding our needs, applying their best skills to the issues at hand, and leaving us with a work product that has made us a better organization." "Not a day goes by that I don't make use of what I learned. The incredible growth of my company put my leadership skills to the test. I was eager to see if my learning would last when I got back. It has been nothing short of a life change." "Susan and Peter Glaser are two of the finest trainers I have ever seen. Their style is entertaining and enjoyable. They deal with Rob Elliott VP of Member Services Loya Ity Delta Community Credit Union Gary Jones PCI Consultant Lisa Nell Planning and Implementation Unit Manager ODOT Transportation Development Division Chief Robin Janies Puyallup Police Department Clifford Gundle President Knightsbridge Information Svcs. Ltd., London Leana Reid Property Records Analyst Knowledge Centre Dunedin City Council, New Zealand Judith Kalitzki, Ph.D. Director of Professional Development, from MBA student, University of Washington Business School Janet Flaherty Human Resources Manager Hewlett Packard Ed Edgan Container Board Packaging Safety Director Weyerhaeuser Paper Company Paul Lanspery Former City Manager, City of Mercer Island, Washington Current Deputy General Manager, San Diego County Water Authority Gene Mills General Manager Platt Electric Isaac Dixon Director, Office of http:// www. theglasers .com/Testintonials.html 3/9/2010 Glaser Testimonials Page 3 of 3 subjects that are fundamental to all of us being more productive managers and employees, as well as better human beings!" This seminar was an exceptional learning experience. The Glasers are masters of creating a balance between theory and practice in a supportive environment, where all participants learn, practice, and grow" "Our seminar was the most profitable ever. We received the best critiques ever. The Glasers are due a significant portion of the credit for these results. They were outstanding!" "Glaser Associates helped us to initiate a new phase of employee- management cooperation. Under their guidance, all levels of management came together and interacted. The result was that safety teams were established, and are still active." "The Glasers focus on skills which are absolutely essential for a successful organizational environment and they do it in a fun, understandable, and motivating way." "Once again, the Glasers have delivered practical, concrete, effective, realistic tools that anyone can master. Entertaining and fun, but most !mportant...it works!" "EO New Zealand held an event with the Glasers in 2008 on the topic of communication in conflict. The Glasers exceeded all expectations. Their content was interesting, well researched and pitched at just the right level for the audience of entrepreneurs, and their delivery of the content was polished, entertaining and very professional. I highly recommend the Glasers as fantastic speakers for EO audiences." "I wanted to thank you for your exceptional presentation and express to you how much you have touched my life. You both approached communication in such simple terms, with sincerity and emotion. That is powerful and life changing. Sincerely, humbly, thankful and forever grateful to your lessons "I recommend the Glasers to any managers and professionals who realize that by improving their communication, they will enrich the culture of their organization and have an overall impact on performance." "One of our account executives was vying for a position that required a visit to Corporate with a presentation as part of her final interview. Using the Glaser method for persuasive presentations, our account exec got rave reviews and a job offer. The best part was that she did such a fabulous job that Corporate wants to have her as a coach to other colleagues as they prepare their own presentations. Using the Glaser techniques, she absolutely stood out in the crown. With one presentation she doubled her salary and stepped up her career path." ©Copyright 2.010 Cl asen andl Ati right resere er.'e. raa part of this webai yr its tiles ni Diversity Providence Health and Service John Schoen Professor Baylor University Family Business Program Paul D. Zuelke President Zuelke Associates, Inc. Steve Ratner Operations Manager Tektronix Bill Newell Human Resources Manager Sony Disc Manufacturing Priscilla Gould Executive Director United Way of Lane County Simon Rowell President Entrepreneurs Organization, New Zealand Kerrie Sanders Licensing and Recording Supervisor Marion County Clerk's Office Tom Aitchison Chief Executive The City of Edinburgh Council, Scotland Sheila Strand Executive Director, Evercare Oregon Back to Top without permission. http:// www. theglasers .com/Testimonials.html 3/9/2010 ATOTATT2T2 ?s ?S srsTsTT SS S 4 1 1 AND pTTE FOWN HALL p RTICI Facilitated by Drs. Susan and Peter Glaser TE TING A CITY OF KENAI DIALOGUE: "CONTINUING TO BUILD A SUSTAINABLE CO UNITY" WHEN: WHERE: TIME: SATURDAY, MAY 8, 2010 CHALLENGER LEARNING CENTER, 9711 Kenai Spur Highway, Kenai 9:00 A.M. TO NOON Registration begins at 8:30 a.m. *Sponsored by the City of Kenai. Additional information is available on the City of Kenai website: www.ci.kenai.ak.us Protocol For Community Dialogue This Town Hall Meeting provides an opportunity to gather qualitative information and data through a focused community dialogue. The reward for this work is dynamic information not just about what people feel but about why people feel the way they do regarding the key question. A community dialogue has the potential to provide accurate and in -depth information, an opportunity for participants to come up with ideas, engage in brainstorm, dialogue and advocate what they believe as well as identify an emerging consensus. The Community Dialogue on "Continuing to Build a Sustainable Community" will complement information received at previous public hearings on related topics. What follows are comments on the general protocol for conducting a successful community dialogue where the format involves a facilitated group process. Facilitators Fundamental to this town hall meeting are individuals who facilitate the discussion and community dialogue. The facilitators will communicate effectively to the group with the goal of presenting a framework in which participants feel comfortable expressing themselves openly, while keeping the discussion and dialogue on track in an organized and structured process. Providing Guidelines Prior to starting the dialogue, Drs. Susan and Peter Glaser will provide guidelines. Generally, they will include the following: only one person talking at a time; no side discussions among participants; no individuals should be put down because of his or her opinion(s); all thoughts and ideas are valued; and there will be no wrong or right answers. This town hall meeting is intended to be a community dialogue, not a debate. The Key Question The key question will be the vehicle that drives the meeting, guiding the community dialogue and resulting in related recommendations and ideas for consideration. A copy of the Key Question will be provided to the individual groups to help focus the dialogue. Conducting the Community Dialogue The community dialogue and public participation portion itself is scheduled for two hours and follows an organized and structured format. The facilitators will keep the community dialogue on track while allowing it to flow naturally. Recording and Use of Information The format (break -out) of the small group discussions will not include audio and video recording. It is important that facilitators document discussions. The prioritized recommendations made by each group will be transcribed by City Staff as outlined in the format /agenda. Facilitators will meet with staff to examine lists and identify trends emerging from community dialogue. The information gathered from this town hall meeting will be used to complement the substantial public comment previously received on related questions. The emerging recommendations resulting from the community dialogue will be presented in a summary document providing recommendations of what policies, initiatives and actions the City of Kenai should support in order to continue building a sustainable community able to facilitate employment opportunities, economic stability, environmental responsibility, energy efficiency and quality of life for its residents. PROGRAM FOLLOWS: Saturday, May 8, 2010 at Challenger Center Nthe'tJ' °f/ KEHAI,ALASKA A City of Kenai Community Dialogue on "Continuing to Build a Sustainable Community" 8:00 a.m. City staff arrives to test equipment and set -up 8:30 a.m. City staff greets and signs -in members of the public and 9:00 a.m. assigns individual numbers to participants as they arrive. The first 7 participants are given consecutive numbers from 1 to 7. Then the numbers begin again. The goal is to have 7 groups of equal number. Sign -in sheet includes column for residency 9:00 a.m. Opening Welcome Remarks by Mayor Pat Porter 9:05 a.m. Present Key Question: "What policies, initiatives and actions should the City of Kenai support in order to continue building a sustainable community that is able to facilitate employment opportunities, economic stability, environmental responsibility, energy efficiency and quality of life for its residents 9:05 a.m. Introduction by City Manager Rick Koch 9:15 a.m. Advises participants of role of elected and appointed officials is that of observer(s) rather than participant(s), role of City staff is that of neutral facilitators(s) and that no vote, discussion or action will be taken by Council at the community dialogue session Gives definition: "What is a Sustainable Community" and relates City's past performance as a sustainable community Introduces Facilitators: Drs. Peter Susan Glaser 9:15 a.m. Introduction by Drs. Peter Susan Glaser 9:45 a.m. Describes the organized and structured process in which each participant has the opportunity to come up with ideas, engage in brainstorm, dialogue and advocate what that person believes regarding the policies, initiatives and actions the City of Kenai should support. 9:45 a.m. Participants break -out into small groups with discussions 11:15 a.m. facilitated by trained City staff with the Glasers monitoring and assisting groups. Council Members and Commissioners act as observers. Through this facilitated process, each group identifies and develops 3 -5 prioritized recommendations 11:15 a.m. Re- group, and based on each groups' consensus, each 11:45 a.m. group presents its top 3 -5 recommendations to the meeting audience 11:45 a.m. 12:00 (noon) COUNCIL WORK SESSION: No effort to determine a consensus will be made at this meeting. Facilitator wrap -up 12:00 (noon) Staff prepares a typed list of every groups' 1:00 p.m. recommendations in ranked order for facilitators and staff to review 1:30 p.m. Facilitators meet with staff to examine lists, identify trends 4:00 p.m. emerging from community dialogue and prepare recommendation(s) to Council in the form of a summary document Staff carefully reviews recorded List from each of the groups. Copies of the lists will be available to Council and /or members of the public Saturday, May 8, 2010 at City Council Chambers, 210 Fidalgo Avenue, Kenai. 5:00 p.m. Council Work Session with Facilitators and Staff to review 7:30 p.m. outcomes from Town Hall Meeting to determine what policies, initiatives and actions the City of Kenai should support in order to continue building a sustainable community able to facilitate employment opportunities, economic stability, environmental responsibility, energy efficiency and quality of life for its residents Council will also consider past public testimony and resolutions previously passed by Council Carol Freas From: Bob Molloy [bob @molloyforcouncil.coml Sent: Saturday, March 20, 2010 3:51 PM To: Barry Eldridge; Mike Boyle; Marquis Marquis; Joe Moore Cc: Mayor Porter; Carol Freas; Rick Koch; Krista Stearns Subject: Town Hall Meeting Item Update Dear Joe, Barry, Mike Ryan: Three council members (Mayor Porter, Vice Mayor Smalley, and myself), the CM, CC and CA comprise the ad hoc working group on the Town Hall Meeting item. Before the 3 -17 -10 meeting, we met 3 times and developed the draft agenda and format that was a discussion item at our last meeting; and we wanted the input of the consultants- facilitators regarding the format, but we had not obtained that input as of the 3 -17 -10 council meeting. The plan is for the ad hoc group (except for CA Stearns, whose presence isn't necessary) to have a conference call with the consultants facilitators either the afternoon of next Weds. 3 -24 -10 or next Friday 3 -26 -10 so that we can get their input into format, which likely will result in a modified agenda and format for the next draft. The next step is to bring that modified agenda and format back to Council as an action item for discussion and vote at the 4 -07 -10 council meeting. If you have any ideas that you want to have discussed with the consultants- facilitators, or questions that you want to be asked of the consultants facilitators, please call any one of us or send an email with your ideas or questions to any one of us, and we'll make sure your ideas or questions are discussed with the consultants facilitators. If you can do so before 1:00 pm on Weds. 03- 24 -10, that should be timely (the preference is to have the telecon Weds., since the packet is due the following week). By sending this to you, I am not trying to initiate a serial meeting /discussion by email among Council about the substantive merits of this item or have us potentially violate the OMA. Since more than 3 council members cannot be on the conference call without having a properly noticed and published open meeting, this is a way to get any of your ideas or questions discussed with the consultants facilitators before the 4 -07 -10 council meeting, should you want to do so. If you have any questions, please call me. Thank you. Bob Molloy cc: Mayor, Vice Mayor, CM, CC CA