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DEVELOPING AND MAINTAINING EFFECTIVE WORKING RELATIONSHIPS
IOWA LEAGUE OF CITIES
SEPTEMBER 24, 2015
FORMAT
• Review some basic concepts (sit back & enjoy)
• Quiz – 20 Questions - audience interaction
BASIC PREMISE #1
Effective policy development and
implementation require teamwork.
BASIC PREMISE #2
The interaction and effectiveness of the team will ultimately determine
whether the city will or will not be able to achieve its
goals.
THE TEAM CONCEPT IN A CITY SETTING
Teamwork = functioning cohesively as a group
The goal: elected officials and staff working together to achieve common objectives
KEY ELEMENTS
A shared direction and set of goals
Clear roles and responsibilities
Effective processes and methods
Agreement to the basic rules of the game
Open communications (two-way)
KEY ELEMENTSElement 1: Team Goals and Direction
Goals are what the city team is striving for.
STRATEGIES TO ENHANCE EFFECTIVENESS
Develop and approve goals and priorities:
• Short-term: Council goal setting• Develop Action Plan
• Longer-term: Strategic planning• Other key plans
STRATEGIES TO ENHANCE EFFECTIVENESSCommunicate goals and priorities:
• Staff• Boards and Commissions• Public• Stakeholders, other local
governments• New team members
STRATEGIES TO ENHANCE EFFECTIVENESSConnect goals and priorities with policy-making, decision-making:
• Budget• CIP• Annual Work Programs• Performance evaluations
Periodically review and monitor
KEY ELEMENTSElement 2: Team Member Roles and Responsibilities
For effective teamwork, roles and responsibilities need to be distributed and understood among team members.
TEAM MEMBER ROLES AND RESPONSIBILITIES
Mayor
City Council
City Administrator
Department Heads
Boards and Commissions
Committees, Task Forces
ROLES AND RESPONSIBILITIES
All team members:
Understand and make clear the relationship between the Mayor – Council – City Adm. – Staff
Act in accordance with defined roles
KEY ELEMENTSElement 3: Develop and use effective processes for handling common issues
PROCESSES
Agenda development Information flow and meeting packetsGoal and policy implementation reviewProgram, project and financial monitoring and reportsCouncil orientation
PROCESSES Complaint handling
Chain-of-Command; making requests and giving direction to staff
Intergovernmental relations
Negotiations
Purchasing
Others
KEY ELEMENTSElement 4: Understand and follow team norms/”rules of the game”
TEAM NORMS/RULES OF THE GAME
Comply with legal requirements
•Open Meetings Law
•Public Records Law
•Gift Law
•Conflict-of-Interest Law
•Local Policies
Practice integrity and behave ethically
TEAM NORMS/RULES OF THE GAME
• Support decisions unanimously – regardless of your own views/votes
• Show respect, civility – elected, staff, public
• Respect the process – agree on the way decisions are made
• Participate with commitment
TEAM NORMS/ RULES OF THE GAME
Chain-of-command
Confidentiality
Council orientation
Periodically discuss & review
KEY ELEMENTSElement 5: Open two-way communications
EXPECTATIONS/ PROCESSES
Share information – when, what?
Equal information to all members
Identify relevant info needed
Role of staff – staff recommendations
Council questions – try to ask for information before the meeting
20 QUESTIONS
How effective is your organization in developing and maintaining effective working relationships?
1. Does your council set clear goals and priorities for the year ahead?
2. If council sets goals and priorities, do they clearly communicate them to staff, boards/commissions, stakeholders, the public?
3. If council sets goals and priorities, do they regularly review the status of implementing goals?
4. Does your council give adequate consideration to staff recommendations?
5. Does your council give adequate consideration to recommendations from boards, commissions, committees, task forces?
6. Does your council have procedures for involving the community in key projects and activities?
7. Do all council members carefully review council materials before meetings?
8. Do all council members have the same information on important issues?
9. Once council makes a decision, do they all work together – with staff - to see that it is accepted and carried out?
10. Do mayor/council treat each other with mutual respect and courtesy?
11. Do the elected officials and staff treat each other with mutual respect and courtesy?
12. Are elected officials and staff consistently able to hold confidential items to themselves?
13. Does your council receive regular reports regarding city projects and activities?
14. Are ethical standards well understood and followed throughout the organization – elected officials and staff?
15. Does your city have a standard process for handling citizen requests and complaints?
16. Do your mayor/council clearly understand the city’s financial condition and make sound budgetary decisions?
17. Does your council avoid unbudgeted appropriations?
18. Does your city have an updated CIP, equipment & asset replacement plan?
19. Do elected officials and staff attend training programs?
20. Is there an orientation process for newly elected officials?
CONTACT INFORMATION
Jeff Schott
Institute of Public Affairs
The University of Iowa
319-335-4520