2024 City of Presque Isle Interview Presentation

Leadership development for municpalities to solve rural community problems.

1. Innovation & Improvement Plan

2. Tell Us About Yourself 2 Work history: Library Director in two libraries, school librarian, and been a national speaker on innovative ways to develop libraries and library teams. Current focus: is to enhance enrichment services the city offers to improve quality of life including arts and culture in our parks, forum, library, community center, and downtown. Recent Achievements: Completed long-range planning for community center and library along with several guiding documents to assist with mission, vision, core values, and strategic planning. Built a small business LLC and operate that with a dedicated team of volunteers. Leadership/Problem Solving Approach: Closely aligned with democratic, service, and coaching style. Learned that a blend of leadership styles works better. Aspirations: My goals are to assist City with innovation, creative economy, and economic growth and aspirations are to accept more responsibilities as a municipal employee. Unique Contributions: Relationships in the City are positive, write exceptionally well, understand municipal government and small business administration, energetic.

3. Current Challenges Framed Inadequate childcare resources 07 Population loss - outmigration 08 Online social media misinformation and disinformation eroding citizen trust 09 Homeless encampments 01 Drug paraphernalia evident in public 02 Mental health services not keeping pace with need 03 Main street pedestrian safety 04 Lack of public transportation 05 Lack of professional services – medical, legal, dental and other professionals 06 Airline controversy 16 More public safety officers investment needed 17 Inadequate diversity 18 Professional employment not keeping pace with demand 10 Properties and infrastructure in downtown deteriorating 11 Recycling needs 12 PFAS and other environmental hazards 13 The perception that there “Is nothing to do.” 14 Perception is that we are business or building unfriendly – lack of strategic marketing of Presque Isle 15 Boards and employees need a learning management program that focuses on leadership 19 Main Street needs a modern re-design 20 Confusion about school, county, and City impacts on taxes 21 Service-center with a strain on infrastructure and increased costs 22 Social tensions between locals and the non-residents we host 23 Housing and property Pressures 24

4. Growth and Development: A Math Equation 4 “If we just improve the problem by 1% per day for the next 365 days, we’ll be 37% times better than we are today.” The Math: 1.01 to the power of 365 is 368.65 or 37%

5. Clarifying THE Challenge 5 Municipal employees and boards need a learning management system that focuses on leadership development.

6. 6 “Leadership development is about expanding your capacity to see problems from new perspectives, empowering you to innovate and solve challenges in ways that others might not yet see.”

7. 7 We create a municipal leadership team better ready to handle strategic change, solve problems, and to professionally communicate the solutions to our citizens and to our constituents.

8. Current Challenges Managed Inadequate childcare resources 07 Population loss - outmigration 08 Online social media misinformation and disinformation eroding citizen trust 09 Homeless encampments 01 Drug paraphernalia evident in public 02 Mental health services not keeping pace with need 03 Main street pedestrian safety 04 Lack of public transportation 05 Lack of professional services – medical, legal, dental, and other professionals 06 Airline controversy 16 Need more public safety investment 17 Inadequate diversity 18 Professional employment opportunities less than demand 10 Properties and infrastructure in downtown deteriorating 11 Recycling needs 12 PFAS and other environmental hazards 13 The perception that there “Is nothing to do.” 14 Perception is that we are business or building unfriendly – lack of strategic marketing of Presque Isle 15 Boards and employees need a learning management system that focuses on leadership development 19 Waning skilled workforce 20 Confusion about school, County, and City impacts on taxes 21 Service-center with a strain on infrastructure and increased costs 22 Social Tensions Between Locals and the Non-residents we host 23 Housing and property pressures 24

9. Three Essential Steps 9 Leadership conveys the message to employees and boards. We are doing this. We rely on our Human Resources Department for expertise, ideas, and what resources we would need to consult with them from the very beginning. Conduct needs assessment. Set clear learning objectives and learning goals so it is tailored to the City’s needs with a clear, actionable plan for implementation.

10. Innovation, Engagement, & Aims as the Foundation 10 Innovation At the core of all guiding documents we infuse innovation, adaptability, and re-imagining public space. Engagement Boards, committees, volunteers, employees, and leadership focus their vision with a built-in priority for citizen-focused, responsive, and adaptable service. Our Aim Define our identity as a community, provide best professional service from our municipal employees, and begin a growth trajectory that solves community problems.

11. Built on the Foundation Employees have subject-specific training, safety training, good on-boarding protocols, and access to human resources, but we have not allocated resources to develop these key areas: leadership change management citizen engagement strategic thinking effective communication innovation 11

12. Highly Effective Small Towns… 12 According to research by the Walton Family Foundation, small towns with strong economic performance share several key traits: Travel, tourism, and recreation as key areas of focus  Prevalence of professional services A culture of entrepreneurship (innovation) Presence of research universities and a 4-year college 

13. What if our workforce of municipal employees and boards could become the leader of professional services and leaders of a culture of innovation? 13 Travel, tourism, and recreation as key areas of focus  Prevalence of professional services  A culture of entrepreneurship (innovation)  Presence of research universities and a 4-year college 

14. Community Resources for Curriculum, Speakers, Educators 14 The current level of skills and competencies among boards, volunteers, and employees is not fully aligned with the growing demands of modern public service or community challenges. This leads to low employee engagement and a lack of career development. We need to create a culture of innovation and a constructive feedback loop to create a workforce that helps solve modern problems. We have resources available to help support our new professional development aims.

15. Overcoming Five Dysfunctions of a Team by Patrick Lencioni 15 Absence of trust Fear of conflict Lack of commitment Avoidance of accountability to one another Inattention to results “Teams….do not give into the temptations of putting their departments, career aspirations, or ego-driven status ahead of the collective results that define team success.”

16. What are our Values? 16

17. Fou r Areas of Development 17 . Guide employees to see their work as a vital part of improving lives of citizens and deepening their commitment. Customer Service Training Community Engagement Recognition and Incentives Civic Education, leadership by example, and values-based training Commitment Optimizing team workflows fosters collaboration within departments and in community. Teamwork training Communication skills Cross-Departmental Collaboration Collaborative online and software tools Teamwork Enables us to adapt to changing laws, technology, and community needs. Growth Mindset Development Continuous Learning Cross-Training Change Management Training Adaptability Responsible for public resources and policies. Transparency will build trust. Skill development Right workplace culture Leadership training programs Ethical decision-making training Accountability

18. Long-term Benefits Sustainable organizational growth Organizational efficiency Enhanced public trust and community relationships Innovation-driven culture Higher employee retention and satisfaction We begin to solve current issues as a team. Outcomes Enhanced problem-solving and creativity Improved adaptability to change Stronger leadership Increased employee morale and engagement Improved citizen satisfaction Better team collaboration and communication Enhanced accountability and transparency Greater focus on long-term impact Phase 1 Ask key questions Listen Research learning management systems Select learning tools, learners, and teachers Create a culture of innovation that is psychologically safe to take risks. Communicate intentions Phase 2 Improve access to technology and IT Implement regular training/education systems Collaborate with UMPI and NMCC to develop curriculums that match our needs Develop tracking system for participants Create a reward system Encourage feedback Phases, Outcomes, & Long-term Benefits 18

19. Potential Learning Systems, Speakers, Learning Tools 19 Public Sector: ICMA offers leadership development, diversity, equity, inclusion, and performance management trainings among other things.

20. 30 60 90 Days Plan 20 Listening, learning, building relationships, understanding, empathy, concern, and caring. 30 Days Determine what is needed to secure trainings, conferences, and what resources are needed. 60 Days Begin. 90 Days

21. Thank You 21 Address 95 Allen Road, Presque Isle Contact Number 207.227.0570 Email Address [email protected]