COUNCIL/MANAGER RELATIONSHIPS

TCMA ANNUAL CONFERENCE

GALVESTON, TEXAS

JUNE 22, 2018

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DISCLOSURE/CREDIT

• TML CONFERENCE PRESENTATION -2017 • SCOTT SELLERS, CITY MANAGER, KYLE

• RONNIE SPRADLIN, MAYOR KILGORE

• THANKS TO MIKE CONDUFF AND JOE GONZALEZ

• GOVERNANCE DISCUSSIONS WITH CITY STAFF AND ELECTED OFFICIALS ACROSS TEXAS OVER THE LAST 12 YEARS.

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GOVERNANCE

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GOVERNANCE DEFINED

“THE PROCESS OF GOVERNING AN ORGANIZATION”

EVERY ORGANIZATION REGARDLESS OF SIZE HAS A

GOVERNANCE PROCESS GOVERNANCE APPLIES AT BOTH THE POLICY AND

ADMINISTRATIVE LEVELS IN ORDER TO FUNCTION WELL, EVERY ORGANIZATION

MUST HAVE A PREDICTABLE CONSISTENT GOVERNANCE PROCESS

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GOVERNANCE IS ABOUT…

EFFECTIVE LEADERSHIP MEANINGFUL COMMUNICATION

UNDERSTANDING ROLES AND FULFILLING EXPECTATIONS PROACTIVE VISION AND PLANNING

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GOVERNANCE IS ABOUT…

EFFECTIVE LEADERSHIP

LEADERSHIP BY MAYOR AND COUNCIL

LEADERSHIP BY STAFF 7

OBSERVATIONS ABOUT LEADERSHIP

HAVE CLARITY OF PURPOSE

BE AN INFLUENCE FOR A GREAT WORK

DO NOT BE DISCOURAGED BY NEGATIVE INFLUENCES

MIKE MCALISTER (RETIRED CAMPUS MINISTER, 1995)

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GREAT LEADERS…

HAVE GREAT CLARITY,

UNDERSTAND THE POWER OF EXAMPLE IS INCREDIBLE,

EMBRACE AN OPTIMISTIC VIEW.

KAREN HUGHES (FORMER COUNSELOR TO PRESIDENT GEORGE W. BUSH, 2017)

***SPEAKER AT THE 2017 TCMA ANNUAL CONFERENCE

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ENEMIES OF LEADERSHIP

LACK OF COMMITMENT AND TRUST LACK OF CREATIVITY LACK OF WISDOM

MIKE MCALISTER (RETIRED CAMPUS MINISTER, 1995)

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LEADERS MUST ENCOURAGE

AN ATMOSPHERE OF…

UNDERSTANDING EACH COUNCILMEMBER HAS HIS/HER OWN PERSONALITY

EACH COUNCIL HAS ITS OWN PERSONALITY EACH NEW MEMBER CHANGES THIS RELATIONSHIP

RESPECT FOR COUNCIL MEMBERS AND THEIR INTERESTS FOR STAFF MEMBERS AND THEIR EXPERIENCE

TRUST COUNCIL AND STAFF SHARE THE SAME GOAL-TO SERVE

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THE KEYS TO UNDERSTANDING

• GET TO KNOW YOUR COUNCILMEMBER(S) • KNOW WHO THEY ARE – THEIR FAMILY; THEIR WORK. • KNOW WHY THEY RAN – ISSUE(S) OR SERVICE. • KNOW THEIR GOALS – WHAT THEY WANT TO

ACCOMPLISH. • KNOW THEIR TEMPERAMENTS – THEIR STYLE.

YES, IT TAKES TIME! 12

OUTGOING

P E O P L E

T A S K

RESERVED

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C

D I

S

DISC Temperament Inventory

Dominant

Cautious

Inspiring

Supportive

C

D I

S

To Build Relationships

Respect Results

Admiration Recognition

Friendliness Sincere

Appreciation

Trust Integrity

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C

D I

S

GOAL SETTING

Challenging! Short Term

Evenly-Paced

Long Term

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C

D I

S

TASK METHOD

My Way Fun Way

Easy Way Right Way

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OUTGOING

P E O P L E

T A S K

RESERVED

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C

D I

S

DISC Temperament Inventory

Dominant

Cautious

Inspiring

Supportive

THE KEYS TO UNDERSTANDING

• HELP THEM UNDERSTAND THEIR ROLE.

• HELP THEM UNDERSTAND HOW OTHERS MAY VIEW THEM.

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UNDERSTANDING THEIR ROLE ON COUNCIL

• IS THIS ONE OF YOUR COUNCIL MEMBERS?

• THE SINGLE ISSUE COUNCIL MEMBER.

• THE STUDIOUS TYPE--NEVER WANTS TO MAKE A DECISION--WE NEED TO STUDY THIS MORE.

• THE AGAINER-- AGAINST EVERYTHING (ESPECIALLY SPENDING $$)

• THE CONSPIRACY TYPE-- SEES ALTERNATIVE MOTIVES IN ALL PROPOSAL.

• THE SLEEPER TYPE AKA--RIP VAN WINKLE. SLEEPS THROUGH COUNCIL MEETINGS.

• GET THE STAFF TYPE. OFTEN ASKS QUESTION AFTER QUESTION UNTIL HE GETS TO ONE THAT THE STAFF CANNOT ANSWER--STUMPS THE STAFF--NOT PREPARED AGAIN.

• THE ROGUE--(DISAGREES TO BE DISAGREEABLE)

• HOW DOES THE REST OF COUNCIL VIEW THEM? 19

BUILDING TRUST

• TRUST BETWEEN THE MANAGER AND COUNCIL (BOTH INDIVIDUALLY/COLLECTIVELY)

• TRUST BETWEEN COUNCIL MEMBERS

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R-E-S-P-E-C-T

• DYSFUNCTIONAL COUNCILS TYPICALLY DO NOT RESPECT EACH OTHER

• YOU HAVE TO RESPECT YOUR COUNCIL MEMBERS, YOU DON'T HAVE TO LIKE THEM. • GENERATE RESPECT THROUGH COMMUNICATION OUTSIDE OF COUNCIL

• USUALLY COUNCIL DOESN’T KNOW EACH OTHER OUTSIDE OF A COUNCIL SETTING • RUSHING TO MEETINGS, THEN LITTLE INTERACTION UNTIL NEXT MEETING

• THE MAYOR AND MANAGER WILL HAVE A DIFFERENT RELATIONSHIP FROM THE REST OF COUNCIL. CAN'T OSTRACIZE OTHER COUNCIL MEMBERS, OR ENGENDER RESENTMENT FOR THE RELATIONSHIP BETWEEN MAYOR AND MANAGER.

• COUNCILS THAT GET ALONG WELL ATTRACT DISSIDENTS, AND THEN BALANCERS GET ON COUNCIL. THE ELECTORATE ALSO GETS COMPLACENT DURING ELECTION SEASON. THEN, WHEN ROGUES ARE ELECTED, THEY WORK EXTRA HARD TO CLEAN UP THE MESS.

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BUILDING TRUST

• ALWAYS RESPECT THE COUNCIL AND ITS MEMBERS – NEVER DISRESPECT.

• FIND WAYS FOR COUNCIL TO MEET INFORMALLY TOGETHER.

• PROVIDE ALL INFORMATION EQUALLY.

• DON’T TARGET OR PIT ONE AGAINST THE OTHER.

• EXPLAIN THE DIFFERENT RELATIONSHIP YOU HAVE WITH THE MAYOR.

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ADVICE FOR US ALL!!

“THE MOMENT WE THINK OF SOMETHING OR SOMEONE AS THE ENEMY – WE LOSE”

MIKE MURRAY, MANAGEMENT CONSULTANT

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GOVERNANCE IS ABOUT… MEANINGFUL COMMUNICATION

MEANINGFUL DECISIONS CAN ONLY BE MADE AFTER MEANINGFUL COMMUNICATION

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IT’S OKAY TO DISAGREE!

• “I LOVE ARGUMENT, I LOVE DEBATE. I DON'T EXPECT ANYONE JUST TO SIT THERE AND AGREE WITH ME, THAT'S NOT THEIR JOB.” – MARGARET THATCHER

• “IF ALL OF US AGREE ALL THE TIME, ONE OF US IS NOT NECESSARY.”

• THERE ARE VERY FEW 100% COUNCILS. THERE WILL USUALLY BE DISSENSION.

• DISSENTERS ENSURE THAT ALL CITIZENS HAVE A VOICE.

• DISAGREE W/O BEING DISAGREEABLE.

• DON’T BE ROGUE

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ENCOURAGE DISCUSSION

• BE WILLING TO SLOW THE PROCESS DOWN! • BE WILLING TO SEEK CLARITY! • BE WILLING TO SAY – “I DON’T UNDERSTAND WHAT YOU MEAN!” • BE WILLING TO DISCUSS THE CONSEQUENCES! • STAY ENGAGED – CORPORATELY AND INDIVIDUALLY!

DISAGREEMENT IS NOT THE ISSUE!

MAKING GOOD DECISIONS IS THE ISSUE! 26

SO…HOW DO YOU COMMUNICATE? VERBAL/WRITTEN/NONVERBAL

• COUNCIL MEETINGS • WORK SESSIONS • RETREATS • ORIENTATIONS • WRITTEN REPORTS • TOURS • ONE-ON-ONE CONVERSATIONS

THE MORE PERSONAL – THE MORE RISK 27

Formal

Informal

MANAGING COMMUNICATION RISKS

RISKS

• TOO PERSONAL

• PROVIDING “INSIDER” INFORMATION

• CREATING TARGETS

• SEEN AS “CARRYING THEIR WATER”

MITIGATION

• KEEP CONTACTS PROFESSIONAL

• PROVIDE INFORMATION TO ALL

• KEEP INFORMATION FLOWING TO ALL

• TREAT EVERYONE EQUALLY

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Be fair, predicable and consistent with all involved.

GOVERNANCE IS ABOUT…

UNDERSTANDING ROLES AND FULFILLING EXPECTATIONS

ROLE AND EXPECTATIONS OF COUNCIL

ROLE AND EXPECTATIONS OF STAFF 29

UNDERSTANDING THE ROLE OF COUNCIL

DEFINED BY THE STATE LAW (GENERAL LAW CITIES)

DEFINED BY THE CITY CHARTER (HOME RULE CITIES)

CARRIED OUT BY POLICY AND PROCESS

COMMUNICATED BY ACTIONS

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ROLE OF COUNCIL

POLICY DECISIONS AND DIRECTIVES CORPORATELY IN OPEN SESSION OF FORMAL MEETINGS THROUGH THE CITY MANAGER OR KEY STAFF TO THE EMPLOYEES

ACTIONS SPEAK LOUDER THAN WORDS INFORMAL DIRECTIVES FROM INDIVIDUAL MEMBERS COMMUNICATIONS WITH DEPARTMENT HEADS AND SUPERVISORS WITHOUT

KNOWLEDGE OR CONSENT OF CITY MANAGER OR KEY STAFF MEMBERS

INDIVIDUAL ACTIONS CAN BE DESTRUCTIVE AND COUNTERPRODUCTIVE

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TRADITIONAL VIEW OF POLICY/ADMINISTRATION

RELATIONSHIP

COUNCIL

MISSION POLICY

ADMINISTRATION MANAGEMENT

MANAGER/STAFF

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Rigid relationship Sets up targets Us versus Them

PRACTICAL VIEW OF COUNCIL/ADMINISTRATION

RELATIONSHIP

COUNCIL

MISSION POLICY

ADMINISTRATION MANAGEMENT

MANAGER/STAFF

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Requires flexibility and patience A flowing relationship Produces Teamwork

DEFINING EXPECTATIONS ACCOUNTABILITY

MAY BE THE MOST ELUSIVE

MAY BE THE MOST IMPORTANT

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DEFINING EXPECTATIONS

• WHAT ARE COUNCIL’S EXPECTATIONS OF THE CITY MANAGER?

• WHAT ARE THE CITY MANAGER’S EXPECTATIONS OF COUNCIL?

• WHAT ARE THE CITY MANAGER’S EXPECTATIONS OF STAFF?

• HOW DO WE HOLD EACH OTHER ACCOUNTABLE?

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COUNCIL’S EXPECTATIONS

OF THE

CITY MANAGER?

ASK! 36

COUNCIL’S EXPECTATIONS OF STAFF?

ASK!

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STAFF’S EXPECTATIONS OF COUNCIL?

ASK!

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COUNCIL EXPECTATIONS OF STAFF

• DON’T CAUSE EMBARRASSMENT

• BE NON-POLITICAL

• HELP MAKE OUR JOB EASIER

• PROVIDE ACCURATE AND CURRENT DATA

• LEAVE BIAS OUT OF REPORTS

• PROVIDE GUIDANCE WHEN REQUESTED

• PROVIDE SHORT WELL-WRITTEN REPORTS

• PROVIDE OPTIONS AND SOLUTIONS

• PRESENT INFORMATION IN A TIMELY MANNER

• BE ACCESSIBLE • BE RESPECTFUL • KEEP EVERYONE

EQUALLY INFORMED • PROVIDE HISTORICAL

CONTINUITY

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STAFF EXPECTATIONS OF COUNCIL

• BE FAIR IN DEALING WITH STAFF

• DON’T AUTOMATICALLY ASSUME THE CITIZEN IS RIGHT AND THE STAFF IS WRONG

• READ THE MATERIAL PROVIDED

• ASK QUESTIONS

• EXAMINE ALL THE FACTS AND MAKE THE BEST POSSIBLE DECISION

• GIVE CRITICISM PRIVATELY WHEN APPROPRIATE

• GIVE PRAISE PUBLICLY WHEN APPROPRIATE

• HELP THE STAFF UNDERSTAND THE BASIS FOR THE DECISION

• THINK OF STAFF AS MEMBERS OF THE TEAM

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ACCOUNTABILITY

HOLDING COUNCIL ACCOUNTABLE

HOLDING YOURSELF AND STAFF ACCOUNTABLE

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WHO HOLDS COUNCIL ACCOUNTABLE?

• IS IT THE CITY MANAGER?

• IS IT THE CITY ATTORNEY?

• IS IT THE COUNCIL ITSELF?

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COUNCIL ACCOUNTABILITY HOW?

• DEVELOP A GOVERNANCE PHILOSOPHY OR MODEL • DEFINE LEADERSHIP AND COMMUNICATION PHILOSOPHY.

• DEFINE EXPECTATIONS OF COUNCIL, CITY MANAGER AND STAFF

• REGULARLY REVIEW, REVISE AND GRADE EACH OTHER.

• USE AN OUTSIDE FACILITATOR TO PUSH THEM WHEN NEEDED.

• USE APPROVED STRATEGIC PLAN GOALS AS THE BENCHMARK.

TRANSFER FOCUS TO THE WORK AT HAND 43

“THINGS THAT MATTER MOST SHOULD NEVER BE AT THE MERCY OF THINGS THAT MATTER LEAST”

GOETHE

SO—WHAT DOES MATTER MOST?

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GOVERNANCE IS ABOUT…

PROACTIVE VISION AND PLANNING

VISION MISSION

VALUES STATEMENT COMPREHENSIVE PLAN

ANNUAL STRATEGIC PLAN ANNUAL BUDGET

ANNUAL AUDIT/REPORT MOVE THE FOCUS FROM THEM (OR YOU) TO MATTERS OF IMPORTANCE!

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VISION STATEMENTS ARE NOT ABOUT HOLDING HANDS AND SINGING

“KUM-BA-YAH”

BUT SHOULD BE

“WHAT WE WILL LOOK LIKE WHEN WE GROW UP” 46

MISSION STATEMENT

A DESCRIPTION OF…

HOW WE GO ABOUT DOING OUR BUSINESS.

HOW WE GET TO OUR VISION.

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CORE VALUES (GUIDING PRINCIPLES)

DESCRIPTION OF …

HOW WE ACT.

WHAT WILL GUIDE OUR DECISIONS.

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Vision

Mission

Core Values Guiding Principles

Comprehensive Plan

Strategic Plan

Annual Budget Leadership

Pyramid

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KEMAH VISION STATEMENT

KEMAH IS A FRIENDLY, RESILIENT BAY COMMUNITY

PROVIDING AN OASIS FOR ITS CITIZENS AND UNMATCHED ADVENTURE

FOR ITS GUESTS.

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KEMAH GUIDING PRINCIPLES

VISION ELEMENT: SAFETY AND SECURITY GUIDING PRINCIPLE: COMMITMENT TO PROTECT THROUGH ADAPTABILITY, TRAINING, RECRUITMENT AND COMMUNICATION

VISION ELEMENT: INFRASTRUCTURE AND TRANSPORTATION GUIDING PRINCIPLE: INVESTING IN PHYSICAL AND HUMAN INFRASTRUCTURE TO ENSURE A STRONG FOUNDATION FOR THE FUTURE

VISION ELEMENT: PLANNING AND DEVELOPMENT GUIDING PRINCIPLE: PRIORITIZING, PLANNING AND EMPOWERING

VISION ELEMENT: COMMUNITY SERVICES AND ENGAGEMENT GUIDING PRINCIPLE: OPEN, HONEST, RESPECTFUL COMMUNICATION THROUGH ACTIVE LISTENING AND RESPONSIVENESS

VISION ELEMENT: ADMINISTRATION AND OPERATIONS GUIDING PRINCIPLE: BE CONSISTENT AND HAVE PARITY IN ALL DECISIONS

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KEMAH MISSION STATEMENT

THE CITY OF KEMAH MODELS MUNICIPAL EXCELLENCE THROUGH TRANSPARENCY, LEADERSHIP AND

RESPONSIVENESS BY STAYING TRUE TO THE TEAM KEMAH CORE VALUES.

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KEMAH CORE VALUES

TRUSTWORTHY IN ALL WE DO EFFICIENT IN OUR PROCESSES ACCOUNTABLE TO THE PEOPLE MOTIVATED IN OUR ACTIONS

KNOWLEDGEABLE IN OUR CHOICES ENGAGED WITH ONE ANOTHER MATURE IN OUR THOUGHTS AND BEHAVIOR ADAPTIVE IN OUR RESPONSES HOSPITABLE TO ONE AND ALL

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DEER PARK VISION STATEMENT

DEER PARK IS A VIBRANT, SUSTAINABLE COMMUNITY; A SAFE PLACE TO WORK, PLAY, AND LIVE, OFFERING GROWTH AND OPPORTUNITY TO ALL RESIDENTS AND BUSINESSES.

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DEER PARK MISSION STATEMENT

THE MISSION OF THE CITY OF DEER PARK IS TO DELIVER EXEMPLARY MUNICIPAL SERVICES THAT PROVIDE THE

COMMUNITY A HIGH QUALITY OF LIFE CONSISTENT WITH OUR HISTORY, CULTURE, AND UNIQUE CHARACTER.

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PORT LAVACA STAFF CORE LEADERSHIP MODEL

THE STAFF OF THE CITY OF PORT LAVACA WILL LEAD… WITH VISION FOR THE FUTURE TO “BRING BACK THE PRIDE”

WITH A PASSION FOR THE VISION, THE JOB AND THE COMMUNITY

WITH INTEGRITY IN EVERY ACTION

BY EXAMPLE

BY DEFINING REASONABLE EXPECTATIONS FOR THE ORGANIZATION

WITH CLEAR DIRECTION FOR THE JOB TO BE DONE

BY PROPERLY DELEGATING DUTIES

WITH PATIENCE

BY EXPLAINING THE ISSUES AND CHALLENGES FOR ALL TO KNOW AND UNDERSTAND

WITH UNDERSTANDING AND COMMUNICATION

WITH A SENSE OF AND A SHARING OF ACCOMPLISHMENT

BY HOLDING SELF AND OTHERS ACCOUNTABLE

WITH TEAMWORK

WITH MUTUAL RESPECT

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PORT LAVACA STAFF CORE BUSINESS MODEL

(PRIORITIZED)

1. BUSINESS PLANS DEVELOPED FOR ALL DEPARTMENTS, ESTABLISHING GOALS, PRIORITIES, MEASURES AND BENCHMARKS.

2. EMPLOYEES PROVIDED THE BEST TRAINING.

3. EXCEL IN MINIMIZING LIABILITIES AND COSTS.

4. ALL CITY SERVICES COMPETITIVELY OR CONTRACTUALLY DELIVERED AND ALL CONTRACTS AUDITED FOR RESULTS AND EXCELLENT DELIVERY STANDARDS.

5. CONTINUOUS AUDITING OF OPERATIONS FOR PERFORMANCE, PRODUCTIVITY, AND OPERATIONAL EFFECTIVENESS TO STREAMLINE AND IMPROVE SERVICES AND FUNCTIONS.

6. UTILIZE THE LATEST TECHNOLOGIES.

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PORT LAVACA LEADERSHIP PRINCIPLES

PORT LAVACA PRIDE

PASSION. I HAVE PASSION FOR OUR COMMUNITY, OUR VISION, OUR JOB.

RESPONSIBILITY. I TREAT ALL CITIZENS AND MY TEAM IN A RESPONSIBLE MANNER

INTEGRITY. I LEAD WITH INTEGRITY AND FOLLOW WITH ENCOURAGEMENT

DESIRE. I SHARE THE DESIRE TO MAKE THINGS BETTER

EXAMPLE. I SET THE RIGHT EXAMPLE FOR OUR CITIZENS AND TEAM.

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FRIENDSWOOD CORE PRINCIPLES

“FRIENDSWOOD ON TRAQ”

TRUST

RESPECT

ACCOUNTABILITY

QUALITY

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OBSERVATIONS ABOUT LEADERSHIP

HAVE CLARITY OF PURPOSE

BE AN INFLUENCE FOR A GREAT WORK

DO NOT BE DISCOURAGED BY NEGATIVE INFLUENCES

HAVE AN OPTIMISTIC VIEWPOINT

DO WHAT YOU SHOULD DO, NOT WHAT YOU WANT TO DO

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POST SCRIPT

• SLIDES FROM THE 2017 TML PRESENTATION TO COUNCIL MEMBERS IN THE AUDIENCE

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THANK YOU FOR YOUR PARTICIPATION

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PRACTICAL SOLUTIONS

1. GET TO KNOW EACH OTHER OUTSIDE OF THE COUNCIL ENVIRONMENT. • FAMILIARITY BRINGS RESPECT, RESPECT BRINGS COOPERATION, COOPERATION BRINGS PROGRESS AND TEAM

WORK. LACK OF UNDERSTANDING EACH OTHER CAUSED DISCORD.

• YOU CAN PLAY BETTER TOGETHER WHEN YOU UNDERSTAND THE PLAYERS

2. DON'T DISENFRANCHISE ROGUE COUNCIL MEMBERS. THEY MUST FEEL INVOLVED AND ENGAGED. DISENFRANCHISING THEM MAKES THEM MORE ROGUE AND DETACHED. ASK THEIR OPINION, PUT THEM ON A COMMITTEE, INVOLVE THEM IN THE SOLUTION.

3. CONSULTANT TO FACILITATE RETREAT. NEVER BE AFRAID TO CALL ON AN “EXPERT,” SINCE OUTSIDE OPINIONS ALWAYS HAVE MORE CREDIBILITY THAN INTERNAL.

• DON’T EVER USE THE OFFICIAL COUNCIL CHAMBERS

• MUST BE 100% OF COUNCIL COMMITTED TO MAKING THINGS WORK, OR ELSE IT WON’T WORK

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PRACTICAL SOLUTIONS

4. TAKE ADVANTAGE OF EDUCATIONAL OPPORTUNITIES: • THE 2015 TEXAS MUNICIPAL LEAGUE INSTITUTE (TMLI) HTTP://WWW.TML.ORG/TMLI 492 CURRENT PARTICIPANTS

• COG NEW COUNCIL MEMBER WORKSHOP

• TML REGIONAL MEETINGS - TO SOCIALIZE

5. DAIS SHOULD BE CURVED INSTEAD OF STRAIGHT LINE, AND FLOOR LEVEL. MUCH EASIER TO BE RUDE TO SOMEONE YOU'RE NOT FACING THEM. THIS IS WHY RETREATS ARE MUCH MORE PRODUCTIVE AT A TABLE TOGETHER.

6. PRE-COUNCIL DINNER, OR PRE-COUNCIL WORK SESSION.

7. DON’T STACK THE COUNCIL CHAMBERS WITH YOUR OWN FRIENDS.

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PRACTICAL SOLUTIONS

8. DON’T CONFUSE THE MINORITY WITH THE MAJORITY.

9. COUNCIL ORIENTATION AND RE-ORIENTATION.

10. CITY COUNCIL MISSION, VISION AND VALUES STATEMENTS TO INCLUDE ENTIRE COMMUNITY, NOT JUST DISTRICTS OR CERTAIN CONSTITUENTS.

11. STOP SAYING THE WORD “CONSTITUENT.”

12. NEW COUNCIL MEMBERS TO "PAIR-UP" WITH OLDER COUNCIL FOR INFORMATION - EVEN BETTER THAN RELYING ON THE CM.

13. LEARN WHAT ROLE YOU ARE PLAYING ON COUNCIL. DOES THE REST OF COUNCIL PERCEIVE YOU IN THIS ROLE?

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PRACTICAL SOLUTIONS

14. STRUCTURE COUNCIL AGENDAS TO GET PEOPLE OUT OF THE ROOM (I.E. MOST CONTROVERSIAL FIRST).

15. DO NOT SLIP INFORMATION TO THE MEDIA, BLOGS, ETC. – DON’T BE THE PREY FOR THE PRESS.

16. RESPECT FOR EXECUTIVE SESSIONS ENHANCES RESPECT FOR EACH OTHER. DO NOT LEAK INFORMATION.

17. DON’T MAKE PROMISES YOU CAN’T KEEP.

18. DON'T MICROMANAGE SPENDING OF FUNDS.

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PRACTICAL SOLUTIONS

19. GET TO KNOW THE CITY MANAGER OUTSIDE OF COUNCIL MEETINGS - IT IS THE MAYOR/COUNCIL’S RESPONSIBILITY, NOT THE CITY MANAGER (AVOID PLAYING FAVORITES).

20. DON’T TAKE OTHER STAFF TO LUNCH, OR BE WITH THEM OUTSIDE OF CITY TIME WITHOUT NOTIFYING/INVITING CITY MANAGER

21. PLACE A CLAUSE IN THE MANAGER’S CONTRACT THAT COUNCIL MUST AGREE ON THE EVALUATION TOOL AND FINAL SCORE. IF THEY CAN’T AGREE, THE INCREASE IS AUTOMATIC.

22. IF THERE ARE QUESTIONS ABOUT THE MANAGER BY THE NEW COUNCIL MEMBERS, BRING THE HIRING CONSULTANT BACK TO GO OVER HIRING DECISION.

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THANK YOU FOR YOUR PARTICIPATION

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