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City of Cupertino
City Council Workshop
November 8, 2019
5:30 p.m. – 9:30 p.m.
Cupertino City Hall – 10300 Torre Avenue
Rod Gould, Senior Partner
Christine Butterfield, Senior Manager
Mayor’s Welcome
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Public Comment
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Comments from the
City Manager
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Today’s
Agenda
Call to Order and Public Comment
Comments from the City Manager
Learn More About Councilmember’s Service to Cupertino
Council Discussion of High‐Performance Governance and
Council Norms
Council Discussion of Role Clarification
View From the Bridge
Discussion of Council Relations as a Body/With Staff/With
Community
Identify Significant Opportunities and Challenges Facing
Cupertino and Common Vision for its Future
Hanging Issues and Commitments
Wrap Up and Next Steps
Today’s
Objectives
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Strengthen trust and effectiveness of the City
Council.
Learn about how Councilmembers approach
Council service and decision‐making.
Develop a Council agreement on norms for
working together and with staff on behalf of
the community.
Discuss expected opportunities and challenges
on the horizon and the Council’s vision for the
City of Cupertino in the next five years.
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Ground Rules
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Seek consensus
Listen to understand
Participate
Stay focused
Assume good intent
Speak up if we need course correction
Bike Rack
•Things to discuss at another time will
be tracked separately
•Time management tool
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Learn More About Council’s Service to Cupertino
•What propelled you to serve on the
City Council?
•How do you evaluate community
issues that come before the City
Council?
•What about your service on City
Council do you find most satisfying?
•What would you like the City
Council’s reputation to be in the
community and with staff?
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InspirationsService
Future
Effective Practices for Elected Officials
“Attributes of Effective Councils,”
Institute of Local Government
“A Key Ingredient for Success: An
Effective City Council/City Manager
Relationship,” by Kevin Duggan,
International City/County Management
Association
Examples of City Council Norms
Norms
Commitment
Effectiveness
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Effective Practices for Elected Officials
What are the common elements and
norms of high performing councils?
How well does the Cupertino City
Council embody the Ethics Protocol
and norms of high performing
councils?
What could Cupertino incorporate
into its governance culture?
Norms
Commitment
Effectiveness
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City Government is a Team Sport
It’s about collaboration,
persuasion and relationships
You can be a solid Council
member and a team player, too
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Together
Work
We
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Look for Connections and Intersections
With Your
Priorities
With Your
Council
Colleagues
With the
City
Manager
•People vote for people – and do
business with people – that they like
and trust
•Important to build relationships with
your colleagues to achieve success
•Be transparent and share your policy
decision‐making interests with one
another
•Work together to build a support
system –Brown Act caution!
Civility works
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Disagreeing in a Way that Maintains the Team
Can’t I disagree with a colleague on an issue?
YES, of course! Just do it with:
Dignity
Respect
Support
Inclusiveness
Never underestimate the power of
a little civility and kindness
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So Much Is About Communications
Be focused,
direct, clear
and brief
Questions and
comments can
lead to an
action or
motion
Be respectful
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How Much Should I Talk as a Council Member?
Democracy Simply Moves Slowly!
More About
Communications
Focus on Outcomes
•Be attentive
•Ask clarifying questions
•Let people know you are listening
Separate people from the problem
•Focus on interests, not positions
•Invent options for mutual gain
•Insist on using objective criteria
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Do Your Homework
and Be Prepared
•Read agenda materials
•Ask questions in advance
•Analyze alternatives
•City Manager should share
information with all
Councilmembers
•Set clear rules, policies and
procedures for Council
meetings
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Do Your
Homework
and Be
Prepared
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Involve the City Attorney early
Ask how to achieve policy goals
under the law rather than
whether a course of action is legal
Pay careful attention to Brown
Act laws and regulations
regarding ethics
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Teamwork –
How to Get
There
Play nice, be fair, be patient,
be kind, no surprises
Avoid squabbling and
personal attacks
Maintain formal decorum
and be respectful
Refer to colleague with their
titles
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No One Can Do
It Alone
•Neither the City Manager,
nor the Council or individual
Council Members can do it
alone!
•Become an expert at small
group decision making
•Understand and appreciate
each others’ styles,
strengths and expertise
•Respect each other and
understand your roles
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No One Can Do
It Alone
•Be rock solid on laws and
rules regarding ethics
•Learn to count to 10!
•Learn to compromise – take
the long view
•Think strategically
•Always remember your
values – why you ran for
office or entered public
service
•Put the community first in
all matters
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Teamwork
•Getting things done for the
community as a team makes
us all look good
•Accomplishments build
relationships…which lead to
other successes
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Review How You
Spend Your Time
•Easiest or most important?
•Responding to crisis or anticipating
future needs and challenges?
•Pace your efforts for the long run
•Ask the public how you are doing
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Have Fun!
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Celebrate successes See the humor in your
spectacular failures
Enjoy your experiences
– you worked hard to
get here!
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Discussion of Role Clarification
City Council
Mayor
City Manager
City Attorney
Staff
Commissions
and
Committees
•Policy role
•Administrative role
•Advisory role
•Legal role
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Basic Suggestions for Success
Clear Roles
Mayor
Council
City Manager
City Attorney
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City Council –
Staff
Partnership
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Everyone has a role to play
Council sets the goals and policies
Day to day work of the City is done by
staff
Partnership is critical for success of the
City
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City Council –
City Manager
Relationships
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•Sets policy and overall direction
•Keeps in touch with community
concerns
Council
•Implements Council policy
•Handles day‐to‐day operations
•Offers policy advice
•Manages the staff
City Manager
City Council –
City Manager
Relationships
Important to find the line and stay within
your area of responsibility
Yes, it is often more complicated, but…
•It is best if the Council is not involved in
staff and administrative matters; and
•It is best for the City Manager to not
dominate public discussions.
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Council
Member Role
Represent the community well
•Do what is in the best long‐term interest of the
community
Respect the chain of command –The City Manager and
City Attorney are your only direct reports – and they
report to the entire Council
•Work through the City Manager (or department
heads with copy to CM)
•Do not direct staff or ask staff to do things (“asking”
can imply direction)
Meet with the City Manager on a regular basis
•City Manager can be your greatest asset in helping
you frame issues and reach your goals
•Within the confines of receiving direction from the
Council as a body
Council
Member Role
(continued)
As a Council, hold the City Manager accountable for
agreed‐upon Council goals
If there is conflict around an individual Council
member’s request, then the City Manager should
work to resolve the conflict through Council
consensus
•The Council member needs to understand that
the City Manager can only fulfill a request that
is within current policy direction, is legal and is
within the staffs’ capacity
Do not publicly criticize staff
•Take up your disappointments privately with
the City Manager
•Never share with staff below the City Manager
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Mayor’s Role
Run the Council meetings
Serve as chief representative of the City
(ribbon cuttings, spokesperson)
Meet with the City Manager regularly to
collaboratively discuss issues
Work closely with the City Manager to
anticipate future issues and to plan City’s
response
Carry out all of the roles listed for Council
members
City
Manager’s
Role
Serve as chief executive officer of the municipal
organization
Guide and develop staff and create a productive
organization culture
Manage staff, including hiring, terminations,
discipline
Provide advice to the City Council
Help make the Council productive and successful
Help each member of Council to succeed
Help staff achieve the Council’s goals
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Nurture a
Strong
Council‐
Manager
Partnership
Help with the “care and feeding” of the
partnership
•Schedule time for team building,
feedback and relationship building
•Learn something new daily
•Understand/respect each position’s
role
City
Attorney’s
Role
Represent the whole organization, not
individual Council members or members of the
public
Provide clear and accurate legal advice on a
myriad of complex laws
Be fair and impartial
Provide full disclosure
Use candor and diplomacy
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View from the Bridge
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Building on a Solid Foundation
City Manager’s State of the City
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458
277
91*
263
332
CA State Auditor’s Report
•Based on 471 cities/towns in CA
•Higher rankings = Better Fiscal Health
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Santa Clara County Fiscal Risk Heat Map
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How did we Rank?
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164 174
208
250
272
302 315
346
364 377 382
396 403
453
0
50
100
150
200
250
300
350
400
450
500
San Jose Palo Alto Gilroy Morgan Hill Campbell Santa Clara Milpitas Los Gatos Saratoga Sunnyvale Cupertino Los Altos Monte
Sereno
Mountain
View
Los Altos
HillsRanking Lowest to HighestOverall Fiscal Risk - Cities/Town in Santa Clara County
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General Fund 10 Year Forecast
Major Revenue Assumptions
•1.3% Sales Tax
•2.0% Property Tax
•5.0% TOT
Major Expense Assumptions
•3.0% Employee Compensation
•4.8% Employee Benefits
•4.3% Contract Services
•1.3% Transfer to Capital Reserve
of $1.5M
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Revenue not currently forecasted
Development
Project
Housing, Hotel,
or Mixed Use
Estimated 1x
Permit Fees
Estimated
ongoing Taxes
Hamptons $1.6M $0.8M
Marina $1.2M $0.5M +$1.6M
Oaks $0.9M $0.3M
Cupertino Village $0.2M $1.3M
De Anza Hotel $0.3M $1.6M
Vallco $16M $6.9M
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Total $20.2M $13M
1 Keyser Marston Study 43
City’s Workforce
1.Account Clerk
2.Senior Office
Assistant
3.Emergency
Services
Coordinator
4.Director of
Parks and
Recreation
5.Case Manager
6.Recreation
Coordinator
7.Environmental
Programs
Manager
8.Maintenance
Work I (2)
9.HR Manager
10.City Clerk
10.91%
9.69%
10.50%10.35%
9.76%
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
2016 2017 2018 2019 2020
Annual Attrition Rate
Annualized Attrition
Rate as of
10/31/2019
Current & Anticipated Vacancies (9/11)
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City’s Mission Statement
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Council Relations
Discussion
•What is going well?
•What is not going well?
•What can we do differently to
improve?
•How might City Council make
meetings more effective?
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Council – City Manager and Staff Partnership
Everyone
has a
role
to play
Council
sets the
goals and
policies
Day‐to‐day
work of the
City is done
by staff
Partnership
is critical
for success
of the City
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Council – City Manager and Staff Relations Discussion
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What is going well?What is not going
well?
What can we do
differently to
improve?
What can we stop
doing that will
improve the
situation?
Council –
Community
Relations Discussion
•What is going well?
•What is not going well?
•What can we do
differently to improve?
•How can Cupertino
improve its public
engagement with
residents?
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Opportunities and Challenges in Cupertino
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What are the significant
opportunities to improve
Cupertino that will come
before the City Council in
the next two years?
What will be some of the
major challenges that
Cupertino must fact in the
next two years?
What is the common vision
for Cupertino in five years’
time?
Hanging Issues and
Commitments
•What did we decide
today?
•What steps are
necessary to implement
the agreements?
•Are there training
opportunities we should
consider?
•How can staff help?
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Wrap Up and Next Steps
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What was one useful
takeaway from
today’s workshop?
Management
Partners will prepare
a workshop report
Please complete the
workshop evaluation
form
City of Cupertino
City Council Workshop
Thank you!
Rod Gould, Senior Partner
rgould@managementpartners.com
Christine Butterfield, Senior Manager
cbutterfield@managementpartners.com