CC 11-14-23 Workshop Summary_Written CommunicationsCity of Cuper�no City Council Workshop:
Key Strategies for High Func�oning City Councils
November 14, 2023
Workshop Summary
Submited by Kevin Duggan, Workshop Facilitator
The City of Cuper�no City Council and city council appointees par�cipated in a workshop held
on November 14, 2023 to review the strategies consistent with high func�oning city councils.
Workshop Goals:
• Review & Discuss Concepts Regarding Effec�ve Council/Council and
Council/Manager/Staff Working Rela�onships.
• Consider How These Concepts Apply to Cuper�no
• Iden�fy Possible Areas of Growth & Improvement to Beter Achieve the Ideal
Summary of Workshop Content:
At the workshop we reviewed key ideas related to:
• The importance of effec�ve teams regularly seeking ways to improve their working
rela�onships.
• The need for effec�ve council/council and council/manager/staff working rela�onships
in order to achieve an effec�ve organiza�on/city that serves the community at a high
level.
• The challenges associated with serving on a city council and having to arbitrate varied
perspec�ves/opinions regarding what is best for a community.
• The legi�macy of council members bringing different backgrounds, views, perspec�ves,
work styles and personali�es to their roles and the importance of not allowing these
differences to nega�vely impact team working rela�onships.
• Acknowledging that while conflict can o�en be counterproduc�ve, conflict in the form of
differing views and perspec�ves (if manifested with care) can be of great value to
organiza�ons—par�cularly public organiza�ons.
• One of the fundamental characteris�cs of effec�ve governing boards is the ability to
share varied opinions in a construc�ve manner.
• The importance of understanding and apprecia�ng the legi�mate different perspec�ves
that the manager and staff can bring to an issue (technical/professional) versus what
elected officials primarily bring to an issue (community).
• The importance of understanding that a city council succeeds or fails as a group and the
“success” of individuals cannot make up for the failure of the group.
• The importance of demonstra�ng effec�ve communica�on and interpersonal skills.
• The importance of understanding and respec�ng the role differences between the city
manager and City Council under the Council/Manager Form of Government.
Adjec�ves Than Describe an Effec�ve City Council/Council Member:
At the workshop, members City Council iden�fied the following characteris�cs of an effec�ve
city council/council members:
• Concerned
• Respec�ul
• Stays Focused on the Issue Under Review
• Knowledgeable
• Follows Established Processes
• Uses Time Effec�vely
• Respects Public Input
• Clear Understanding & Respect for Council/Council Member Role
• Inquisi�ve
Mutual Expecta�ons:
What Council Members Need From Each Other (Council Input):
• Ask Relevant Ques�ons
• Explain Posi�ons Clearly
• Effec�ve Steward of Public Resources
• Respect for Professionals/Professional Advice
• No Favori�sm/Fairness
• Transparency
• Understanding of Responsibili�es and Obliga�ons
• Being Honest, Forthright and Consistent
• Effec�ve Communicator to the Community
• Assume Posi�ve Intent
• Do Your Homework
• Ask Ques�ons in Advance
• Respect Different Opinions
• Accept & Appreciate That There Will be Differing Opinions
• Focus on the “Big Picture”
• Being Willing to Look to the Future (Move On) A�er a Decision is Made
• Respect the Time of Fellow Council Members, the Public and the Staff
• Respect Role Boundaries
• Respect the Need for Differing Amounts of Informa�on Among Council Members
• Consider the Timing/Impact of Informa�on Requests
• Promote Balanced Agendas (Quan�ty & Timing)
• Respect Established Protocols
• Exercise Pa�ence
• Use the Consent Agenda Appropriately
• Contribute to Good Conversa�ons on Process
What Council Members Need From the City Manager/Staff (Council Input):
• Adequate/Quality Informa�on
• No Surprises
• Follow Established Procedures/Protocols
• No Favori�sm (Towards Cons�tuents)
• Adequate Time to Prepare for Important and/or Challenging Decisions
What the City Manager/Staff Need From the City Council (Council Input):
• Respect
• No Surprises
• Willingness to Follow Established Processes
• Provide Clear Priori�es
• Come to Mee�ngs Prepared
• Give Reasonable Weight to Staff Recommenda�ons
What the City Council Needs From the City Manager/Staff (Staff Input):
• Speak With a Unified Voice
• Provide Complete, Yet Succinct Staff Reports
• Availability to Respond to Council Ques�ons in Advance of Mee�ngs
• Faithfully Implement Council Policy Direc�on
• Keep Informed on Best Prac�ces and Contemporary Issues
• Work to Establish Mutual Trust
• Do Excellent Staff Work
• Treat all Council Members Fairly and Equally
• Assist the Council in Establishing Priori�es
• Help the Council Resolve Issues
• Engage Effec�vely With the Public—Good Community Outreach
• Quality Research/Data Collec�on
• Provide Clear Legal Advice That Highlights Risks & Provides Op�ons
• Provide Timely Updates/Keep the Council Informed
• Offer Best Professional Advice
• Collaborate/Coordinate Between Departments and With Other Agencies
• Maintain Transparency and Accountability Regarding City Records
• Respect the Role of Elected Officials
• Demonstrate Professionalism & Integrity
• Provide Timely & Complete Informa�on
• Prepare the Council for “Hot Topics”
• Deliver on Commitments
• Work to Form an Effec�ve & Unified Team with the Council
• Provide the Best Possible Advice/Recommenda�ons in an Unbiased & Balanced Fashion
• NO SURPRISES
What the City Manager/Staff Need From the City Council (Staff Input):
• Respect for Exis�ng Policies, Protocols & Statutes
• Collabora�on
• Respect for Professional Advice
• Apprecia�on of Workload & Resource Limita�ons
• Express Concerns About Staff in Appropriate Ways
• Work as a Team, Not Individuals
• Do Your Homework: Take Advantage of Staff Reports & Analysis
• Act in a Unified Manner Once a Decision is Made
• Keep in Perspec�ve the Views of the “Loudest Voices”
• Provide Policy Direc�on/Allow Staff to Implement
• Be Available to be Briefed on Important Issues
• Stay Focused on Big Issues/Avoid Ge�ng Bogged Down in Minu�a
• Respect the City Council/City Manager Form of Government: Work Through the City
Manager
• Help the Public Understand the Complexity of Issues
• Provide Clear Direc�on to Staff
• Be Open to Professional Advice (Including Legal Advice)
• Provide Agenda Ques�ons in Advance of Mee�ngs
• Recognize That the City Manager and Staff Need to Serve the Council as a Whole
• TRUST: Assume Good Intent Unless Demonstrated Otherwise
• Conduct Efficient Mee�ngs
• Strive for Clear Communica�on
• Consider Exis�ng Goals When Contempla�ng New Assignments
• Demonstrate Transparency and Accountability
• Demonstrate Ethical Conduct
• Consider What is Best for the En�re Community When Making Decisions
• Set Vision/Adopt Policy and Then Let Staff Implement
• Demonstrate Construc�ve Accountability
• No Surprises
• Establish Mutual Trust and Support With Staff
• Adopt a Unified Front Once Debate is Over and a Decision Has Been Made
Atachment “A” contains the facilitators suggested responses to these ques�ons.
Specific Topics Poten�ally Worthy of Addi�onal Council Review:
• How to Provide the Council More Time to “Process” Significant and/or Controversial
Upcoming Agenda Topics (Such As: Study Sessions; Sub-Commitee Review);
• How to Establish Reasonable Standards for Requests of Staff for Informa�on/Research
• How to Separate “Elec�on Mode” from “Governance Mode”
• How to Make City Council Mee�ngs More Efficient/Appropriate Use of the Consent
Agenda
• How to Enhance Trust Between Council Members and With Staff
Poten�al Next Steps Regarding the General Topic of Council/Staff Working Rela�onships:
• Consider Scheduling a Follow-Up Discussion to Review One or More of the Following
Topics:
Schedule a Follow-Up Discussion of the Topics Above (or Others) That
Require Improvement
Review the List of Mutual Expecta�ons (above lists) and How Both
Council and Staff Can Beter Meet These Expecta�ons (Or Discuss Why
That Is Not Appropriate in All Cases);
A Review of the Ins�tute for Local Government “Six Atributes of
Excep�onal City Councils” and a Discussion of Their Applicability to
Cuper�no.
Conclusion:
I hope the workshop and this follow-up report prove of assistance as your City Council and staff
con�nue the important work of maximizing effec�ve performance. If you have any ques�ons
resul�ng from this report, just let me know.
It was my pleasure to work with all of you on this workshop and to gain a beter understanding
of Cuper�no. You are all to be commended for your commitment to effec�ve public service.
Thank you for the opportunity.
Kevin C. Duggan
Trainer/Facilitator