Leadership Strategies in Times of Economic

MeltdownLeague of California Cities

San Francisco, CASept 23, 2011

Panel Alice Fredericks, Moderator

Council Member, Town of Tiburon Dr. Frank Benest

Former City Manager, Palo Alto, Senior Advisor, ICMA

Greg Larson Town Manager, Town of Los GatosLCC City Managers Dep’t Executive Board

Overview

1) Exercise: “In times of meltdown, what are the constraints under which city leaders must operate?”

2) The 10 new rules for elected officials

3) Resources4) Q & A

Constraints “In times of economic

meltdown, what are the constraints under which city leaders operate?”

10 New Rules for City Leaders

Rule #1 Identify the “core”

What defines you? What can only you do? Any “loss” leaders?

Possibilities: Land Use & Planning Safety, broadly defined Downtown, Environment, Parks,

Library, etc.

Rule #2 Focus on a few priorities

Not too broad Not too many

Projects and Programs Community Engagement Forced Choices

One Example

Rule #3 Subtract, subtract, subtract Reduce Time

“Default is action” Delegation at all levels Systems analysis, with metrics!

Reduce Personnel Offset explosive growth in expenses “Irony of outsourcing”

Rule #4 Limit requests for new analysis &

reports Traditional way to respond to

constituent requests Diverts staff resources Undercuts ability to perform

Rule #5 Have the courage to say “no”

Refer to priorities Stay the course

Rule #6 Avoid zero-risk environment

No innovation without risk Learning from mistakes is key to innovation process City govts operate in hyper- critical organization Councils must protect creative & risk-taking employees

Promoting Tolerance of Risk1. Pilot-test everything2. Broaden involvement of partners3. De-brief & share lessons4. Celebrate “fabulous flops” and

risk-takers5. Create professional “safety net”

Rule #7 Pursue non-governmental solutions

“Steer, Don’t Row” – Reinventing Government

Privatization Routinization Leveraging Partnerships Shared Services Volunteers, Non-profits, and more

Two Examples from Los Gatos Responsive Customer Service as a Priority

Routine maintenance and work outsourced Reduced staffing does call response

Recreation “Department” An educational JPA and non-profit Core services provide foundation Extrordinary services at direct cost Expanded to Senior Services and Neighborhood

Center Result – Increased services and significant budget

savings

Rule #8 Free up funds for targeted

investments Victories needed Opportunities:

Technology/EfficiencyEngagementCapital ProjectsGrants (e.g., ARRA)Year-end surpluses or Reserves

Rule #9 Provide meaning & emotional

support for staff Premise: Your great policy ideas are

impotent without talented employees to execute them

“Suck it up” does not work Reach out, listen & engage Demonstrate appreciation “Meaning is the new money”

Rule #10 Develop talent & rebuild

organizational capacity “Free exiter” problem New social contract Talent development is cheap

Cost-Effective Approaches

Encourage employees to create annual learning plan Provide interim or special assignments Rotate emerging leaders thru several

positions Assign special projects Make team leadership assignments Provide job shadow or cross-training

opportunities Structure assignments to include interaction

with boards or community groups Establish Leadership Academy with other

cities

Courageous Conversations

Resources Dr. Frank Benest, “Ten New Rules

for Elected Officials in Times of Economic Meltdown,” Western City, Jan 2011

Institute for Local Government, A Local Official’s Guide to Public Engagement in Budgeting and Planning Public Forums Go to www.ca-ilg.org

Contact Information

Alice Fredericks AskAliceNow@usa.net

Frank Benest Frank@FrankBenest.com

Greg Larson GLarson@LosGatosCA.gov