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CC 11-14-2023 Cupertino Workshop Presentation9999 Key Strategies For High Functioning City Councils City of Cupertino City Council/Staff Workshop November 14, 2023 WHY HAVE A WORKSHOP LIKE THIS? •You Are Members of Multiple Inter-Related Teams •These Teams are Critical to Your Community’s Success •Effective Teams Don’t Take Their Working Relationships for Granted •Effective Teams Appreciate the Need for Seeking Areas for Improvement •All Relationships Need Care and Attention •Effective Teams Make the Investment Necessary to Maximize Their Effectiveness Why Is This So Important? Without A Strong/Effective Working Relationships: • The Organization Will Not be Effective • The Community Will Not Be Well Served • Citizens Will Not Want to Serve • You Will Not Be Able to Attract/Retain High Quality Staff and Community Members • It Will Not be an Enjoyable Experience Three Critical Teams: •Elected Official/Elected Official Team •Elected Official/Manager Team •Elected Official/Manager/Staff Team It’s Also All About Relationships: •The Ability of the Team to be Effective •Your Ability to be Effective •Your Ability to Achieve Your Goals Goals For This Session •Review & Discuss Concepts Regarding Effective Council/Council And Council/Staff Working Relationships •Consider How These Concepts Apply to Cupertino •Identify Possible Areas for Growth and Improvement to Better Achieve the Ideal How Are We Going to Accomplish This? •Introduce/Define the Topic •Sharing Ideas •Review Suggested Strategies •Consider Next Steps Why Being a Council Member Isn’t Easy •Challenging Issues •Varied Opinions/Perspectives •Group Decision Making •Not a Group of Your Choosing •Done in Public/Anyone Can Participate •Media and Public Scrutiny (Social Media) WHY WE DON’T ALWAYS VIEW ISSUES THE SAME WAY What Types of Characteristics Can Cause Us to View Issues/Ourselves/Others Differently? •Life Experiences •Education •Military Service •Geography •Marital/Family/Parental Status •Communication Style •Age/Generation •Ethnicity/Race •Religion •Political Views WHY DON’T WE ALWAYS VIEW ISSUES THE SAME WAY? What Types of Characteristics Can Cause Us to View Issues/Ourselves/Others Differently? •Gender/Gender Identity/Sexual Orientation •Work Style/Experience •How Emotion is Expressed •How “Status” is Viewed •How Information is Processed •How You Were Raised •How You Manage Time •How You Balance Work/Personal Life •Core Beliefs •Extrovert/Introvert •Is it Good or Is it Bad? •Can Conflict Be Positive? •Are Differing Ideas/Viewpoints “Conflict”? •Can a Lack of Conflict Be Counterproductive? •“Group Think”? •No Challenge to Bad Ideas or Inappropriate Conduct? •Ethical Issues? •When Does Conflict Become Counterproductive? TEAM CONFLICT DIVERGENT VIEWS/OPINIONS •Develop an Appreciation and Understanding Regarding Why It’s OK •Differences Are Not Usually a Result of: •Dishonesty •Lacking Values •Intelligence •Differences of Opinion are Normal and Should be Expected—Does it Reflect the Diversity of Opinion in Your Community? •The Key Issue Is: How Does a Team Deal With Differences of Opinion? You and Your Elected Colleagues •The Relationship is Critical to the Success of the Agency •Seek to Overcome Differences in Philosophy and Personality •You Can Only be Successful With the Support of a Majority •Playing the Outsider Might Make You Feel Good, But Won’t Allow You to Achieve Success You and the City Staff •They Are There to Provide the Services/Facilities to the Community Consistent With the Policy Direction of the Mayor & Council •They Strive Hard to Meet Council/Council Member Expectations •Policy Direction is Provided Through the Manager •Strive to be Sensitive to the Impact of Your Interactions With Staff Teams Succeed or Fail as a Group Frequently Encountered Challenges •Different Personalities/Work Styles •Lack of Effective Communication •Inadequate Information Sharing/Surprises (Issues & Projects) •Setting (and Sticking to) Priorities •Respecting Role Boundaries Frequently Encountered Challenges •Lack of Trust •Conflict Over Determining What is Placed on Agendas •Individual Council Member Goals vs. Council Goals •Wanting the Manager to Take Sides •Wanting to Influence Staff Reports/Recommendations Effective Interpersonal/Communication Skills •Speaking Skills •Listening Skills •Emotional & Social Intelligence •Understanding & Empathy ADJECTIVES THAT DESCRIBE AN EFFECTIVE CITY COUNCIL WHAT IS THE COUNCIL’S ROLE? •Leadership •Representation •Service •Oversight Question: How Do You Go About Being Effective in These Roles? •Role of Elected Officials: •Arbiter of Community Values •Make the “Big Picture” Decisions (Budgets/Laws/General Plans/Organizational Leadership) Community Values vs. Technical Expertise and Knowledge •Role of CM and Staff: •Provide Technical Expertise/Advice/Analysis •Implement Policy Decisions •Provide Effective and Efficient Day-to-Day Services Community Values vs. Technical Expertise and Knowledge Key Questions •What Do You and Your Fellow Council Members Need From Each Other to be Successful? •What Does the Council/Council Members Need From the Manager and Staff to be Successful? •What Does the Manager and Staff Need From the Council/Council Members to Be Successful? What Do Council Members Need From Each Other? What Do Council Members Need From Each Other?(Kevin Duggan) •Respect for Different Perspectives and Opinions •Effective Listening Skills •Emotional Maturity •Handling Conflict Respectfully •Coming to Meetings Prepared/Do Homework What Do Council Members Need From Each Other?(Kevin Duggan) •Treating the Public, the Staff and Other “Audiences” With Respect •Supporting Council/Board Decisions •Dealing With Issues With Honesty •Being Willing to “Move On” From Council/Board Votes •Support Efficient Meetings What Do Council Members Need From Staff? What Does The Manager & Staff Members Need From The Council? What Do Council Members Need From the Manager and Staff? (Executive Team) •Speak With a Unified Voice •Provide Complete, Yet Succinct, Staff Reports •Be Available to Answer Council Questions—Including Agenda Questions •Provide Answers to Questions in Advance of Meetings •Faithfully Implement Council Policy Direction •Keep Informed on Best Practices and Contemporary Issues What Do Council Members Need From the Manager and Staff? (Executive Team) •Work to Establish Mutual Trust •Do Excellent Staff Work •Treat All Council Members Fairly & Equally •Assist the Council in Establishing Priorities •Help the Council Resolve Issues •Engage Effectively With the Public/Community Outreach •Quality Research/Data Collection What Do Council Members Need From the Manager and Staff? (Executive Team) •Provide Clear Legal Advice That Highlights Legal Risks & Potential Alternatives and Options •Provide Timely Updates/Keep Council Well Informed •Provide Timely & Accurate Information •Offer Best Professional Advice • Collaborate and Coordinate Between Departments and With Other Agencies •Maintain Transparency and Accountability Regarding City Records What Do Council Members Need From the Manager and Staff? (Executive Team) •Respect the Role of Elected Officials •Demonstrate Professionalism and Integrity •Provide Timely and Complete Information •Prepare Council for “Hot Topics” •Deliver on Commitments •NO SURPRISES What Do Council Members Need From the Manager and Staff? (Executive Team) •Work to Form an Effective and Unified Team with the City Council •Provide the Best Possible Advice/Recommendations in an Unbiased and Balanced Fashion What the Staff Needs From Council (Executive Team) •Respect for Existing Policies, Protocols & Statutes •Collaboration •Respect for Professional Advice •Appreciation of Workload & Resource Limitations •Express Any Staff Concerns in Appropriate Ways •Work as a Team, Not Individuals •Do Your Homework & Take Advantage of Staff Reports & Analysis What the Staff Needs From Council (Executive Team) •Once Decision is Made—Act as a Unified Body/Voice •Keep in Perspective the Views of the “Loudest Voices” •Provide Policy Direction/Allow Staff to Implement •Be Available to be Briefed on Key Issues as Necessary •Stay Focused on the Big Picture—Avoid Getting Bogged Down In Minutia •Respect City Council/CM Form of Government—Work Through the City Manager •Help the Public Understand the Complexities of Issues What the Staff Needs From Council (Executive Team) •Provide Clear Direction to Staff •Be Open to Professional Advice, Including Legal Advice •Provide Agenda Questions in Advance of Meetings •Recognize Staff Needs to Serve the Council as a Whole •Assume Good Intent Unless Demonstrated Otherwise (Trust) •Conduct Efficient Meetings •Clarity of Communication What the Staff Needs From Council (Executive Team) •Consider Existing Goals When Proposing New Assignments •Transparency & Accountability •Ethical Conduct •Consider the Best Interests of the Entire Community •Set Vision & Adopt Policy and Allow Staff to Implement •Demonstrate Constructive Accountability •No Surprises What the Staff Needs From Council (Executive Team) •Work to Establish Mutual Trust and Support With Staff •Try to Adopt a Unified Approach Once Debate and Decision Making is Completed What Do Council Members Need From the Manager and Staff? (Kevin Duggan) •Establishing and Maintaining High Standards for Work Performance •Responsiveness to the Council/Board and Community Members •Complete and Professional Staff Work •Avoid Bringing Personal Value Judgments to Recommendations •Keep Personal Opinions/Preferences in Check What Do Council Members Need From the Manager and Staff? (Kevin Duggan) •Equal Communication/Information •Respect for the Office •Recognition of the Pressures Faced by Elected Officials •Good Customer Service/Citizen Responsiveness & Follow-Up What Do Council Members Need From the Manager and Staff? (Kevin Duggan) •Creativity and Innovation •No Surprises •Accountability •Ethical Conduct/Integrity •Straight and Complete Information •Need for the Manager to be Politically Astute, But Not Political What Do Council Members Need From the Manager and Staff? (Kevin Duggan) •Respect for the Policy Making Role of the Elected Officials •Long Term Planning Perspective •Professional Competency •Selection/Retention of High-Quality Staff •Know When to Withdraw From the Discussion What Do the Manager and StaffNeed From Council Members? (Kevin Duggan) •Respect for Form of Government/Different Roles & Responsibilities (Council/Manager Form of Government) •Recognize (And Utilize) Professional Knowledge And Experience—And Professional Obligations •Clear Policy Direction •Speaking With a Unified Voice •Support for Hiring Top Quality Staff What Do the Manager and StaffNeed From Council Members? (Kevin Duggan) •Clear Communication and Feedback (Usually Through the Manager) •Honesty/No Hidden Agendas •Tolerance for Mistakes/Imperfection—Focus on Fixing the Problem, Not Blame •Service Quality Feedback Focused on the “What” Vs. the “How” •Appreciation of the Difference Between Professional/Technical Perspective vs. Community Perspective What Do the Manager and StaffNeed From Council Members? (Kevin Duggan) •Don’t Attack the Messenger if You Don’t Agree With the Message •Clear Operating Policies/Respect for Those Policies •Willingness to Make Tough Decisions/ Say “No” •Openness to Creativity and Innovation •Respect for Communication Protocols •Provide Direction in Appropriate Ways What Do the Manager and StaffNeed From Council Members? (Kevin Duggan) •No Surprises/Blindsiding •Avoid Jumping to Conclusions Regarding Citizen Complaints •Respectful Treatment •Willingness to Set Priorities •Ethical Conduct/Integrity •Most Follow a Code of Ethics •Have to Operate Within the Form of Government •Are Committed to Elected Official/Governing Body Success •Don’t Play Favorites/Don’t Take Sides •Must Sometimes Tell You What You Don’t Want to Hear/Can’t Always Do What You Want PROFESSIONAL CITY MANAGERS PROFESSIONAL CITY MANAGERS •Need Thoughtful and Comprehensive Performance Feedback •Strives to Communicate in a Style That Works for You •Is Obligated to Protect the Staff THE BOTTOM LINE What Can You Do to Improve Your Working Relationship With Your Colleagues? What Can You Do to Improve Your Working Relationship With the Manager and Staff? What Can the Manager and Staff Do to Improve Their Working Relationship With You? Six Attributes of Exceptional City Councils 1.Develop a “Sense of Team”: Mayor/Council/City Manager 2.Recognizes/Respects Clear Roles and Responsibilities 3.Honor the Relationship With Staff and Each Other Six Attributes of Exceptional City Councils 4.Routinely Conduct Effective Meetings 5. Hold Themselves and the City Accountable 6. Practice Continuous Learning and Development www.icma.org/en/press Kevin C. Duggan kcduggan@katesbridge.com 650-888-5850