Written Communications-1 -
A Key Ingredient for Success: An Effective City Council/City Manager Relationship
Kevin C. Duggan
ICMA West Coast Regional Director
International City/County Management Association
Introduction
Mayors and councilmembers need to have effective working relationships with a
number of key audiences in order to successfully undertake their responsibilities. These
audiences include citizens/voters, community groups, the press, other governmental
agencies, other elected officials, nonprofit organizations and many more. However,
critical to a successful and satisfying career on the city council in a city council/city
manager form of government is a successful and effective working relationship with the
city manager. This article suggests the necessary ingredients for a mutually successful
council/manager working relationship.
The City Council/City Manager Form of Local Government:
The "Council/Manager Form of Government" is designed for the elected city council to
set policy direction as the direct representatives of the community with the city
manager providing the professional expertise to manage the organization and carry out
the council's direction. Policy direction is provided in a variety of ways, including
through local laws/ordinances, planning policies (general plan and zoning), financial
policies, the annual budget and capital improvement plan, the adoption of city council
policies and through numerous other program directives.
The city manager is responsible for carrying out the council's policy direction through
the day-to-day management of city functions, including the oversight of city operating
departments. Key tasks associated with this role include the hiring and supervision of
department heads, the recommendation and implementation of the annual budget and
the assurance of quality service delivery. This form of government is predicated on
the philosophy that elected representatives are better able to make community value
judgments on behalf of residents and translate these values into policy direction—the
"what" in city government. It is also based on the belief that professional staff are best
able to determine the "how" of implementing policies and delivering day-to-day
services due to their experience and training. Since both roles are closely related, it is
the city manager's responsibility to coordinate between both realms to assure the
effective delivery of services consistent with city council direction.
This is often referred to as the policy/administration dichotomy (the separation of these
responsibilities)—which, oftentimes, has a good deal of "gray" on the boundaries.
When it works most effectively, the elected officials focus on big picture of policy
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development and minimize their role relating to administrative implementation while
the staff works to avoid an undue influence on policy development while focusing on
policy implementation and service delivery. While the line between the two can
become blurred, the city council/city manager system is subject to failure if the line is
disregarded.
If the city council and the city manager have an effective and mutually supportive
working relationship, the likelihood of the policy and administrative roles being
effectively coordinated increases significantly, resulting in a more successful city
governance and management.
Among the issues to consider in trying to establish the best possible city council/city
manager working relationship are the following:
• The relationship cannot be taken for granted and requires attention and work to
establish and maintain. If not diligently pursued, it will not be accomplished.
• The work of city councils is not easy! Not only do you confront the typical
challenges of group decision-making, but the "group" in this case may not have a
great deal in common. Also, the issues can be weighty and controversial. The
decision-making is also done in public, often on TV or the Web, scrutinized by the
public and press, and anyone can join in on the deliberations.
• Among the factors that can get in the way of an effective relationship include:
— Not understanding/appreciating/respecting each other's roles.
— Differing philosophies.
— Differing personalities.
— Challenging issues.
— External pressures from the media, community groups, employee
organizations, etc.
• Fully appreciate that you need to establish a good working relationship with your
fellow councilmember s and the city manager in order to maximize:
— Organizational performance.
— Organizational reputation.
— Value to the community.
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— Personal reputation.
— Community pride and confidence.
• Don't underestimate how important it is to a city manager to have a good working
relationship with the city council. It has been reported that the relationship with
the city council is the primary factor impacting a city manager's job satisfaction.
Among the reasons for this are the following:
— City councils are the source of formal performance feedback. Like almost
everyone, positive feedback from supervisor(s) is very important.
— City councils control the city manager's job security.
— City councils determine the city manager's compensation.
— City councils establish the city manager's "parameters of success."
— City council support for the city manager, particularly during tough times, is
of tremendous value.
Recommended Practices:
So while the stakes are high and the challenges significant, there are a variety of "best
practices" and techniques that can improve the odds of your individual success as a
mayor or councilmember, as well as the success of the city council and city as a whole.
The following are offered as ideas to consider in your efforts to establish and maintain a
strong and effective working relationship with your city manager:
• Recognize that you are now "different" than before you were elected (and more
than you may realize):
You are now viewed as a community/city leader and what you do and say can
have a much greater impact. Your comments will now be viewed as representing
"the city." What you do and say will also be more closely scrutinized. You should
be aware that the city staff will view you much differently now that you are one of
the organization's leaders. Even an offhand comment can be viewed as a directive
for action. So even though you may not view yourself any differently than before
you were elected, don't underestimate to what degree others are viewing you
differently.
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• Understand and respect the city council/city manager plan of governance:
It is critical for you to understand why your city is organized under this plan of
governance and how it should operate. It is important to understand and
appreciate- ate the distinction between policymaking and implementation and the
different roles played by individual councilmembers, the city council as a whole,
the city manager and the city staff.
• Allow time for you and the city manager to get to know each other and develop
a working relationship:
Try not to overly rely on what you have heard from others regarding what it will
be like to work with the manager—others' views may or may not be accurate.
Most city managers understand the need to work very hard to adjust to the issues,
concerns and priorities of the new city council. Try to be open-minded to your
ability to establish a productive and effective working relationship with the
manager.
• City managers will do their best to carry out the policy direction of the city
council (even when there is a major change in policy direction):
Professional city managers are committed to carry out the policy direction of the
city council regardless if they personally agree or disagree with the policy as long
as what they are asked to implement is:
— Legal.
— Ethical.
— Within their/the city's authority.
It is often misunderstood that when a city manager effectively implements a city
council's policy, the manager personally agrees with the policy or can only
implement city services consistent with that policy. City managers can change the
organization's approach to an issue as may be directed by a new city council.
Avoid overly associating the city manager with the policies that the city has
previously implemented at the direction of the previous council.
• Take your role seriously, but not yourself:
This common advice is particularly important for mayors and councilmembers.
While you are doing important and serious work on behalf of the community, you
will do it better and more effectively if you keep the normal "ups and downs" and
"wins and losses" in perspective. You were elected to make tough decisions on
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oftentimes controversial issues. It's a given that you will be criticized and there
will be those who vehemently disagree with your decisions. That is unavoidable.
Develop a thick skin and do your best to not take personally the conflicts and
disagreements that are a normal part of your new role. If you don't develop a
thick skin, you will overreact to criticism.
Additionally, you are now part of an organization and will be blamed/criticized
for the actions of the organization that you had nothing to do with. That is the
reality of your new role and you should keep that in mind.
And remember, the city manager is not always to blame when things go wrong,
though he/she should take appropriate responsibility for the organization's
actions. It can be easy to focus your frustration on the city manager. You will be
happier and more effective if you can experience the normal "ups and downs" of
city life without needing to always find someone at fault.
Whatever the issue or encounter, try not to take it personally. Try to keep personal
likes and dislikes out of the equation. Your fellow councilmembers and the city
manager are not your family or personal friends; they are your "professional
colleagues," and you need to work effectively with them even if you would not
select them as friends.
Lastly, always "live to fight another day." There are always future issues to decide;
focus on those versus the votes already taken. And always remember not to burn
bridges due to a difficult defeat; you will need those "bridges" for future votes!
• Appreciate the legitimate difference between the "community perspective" and
the "professional/technical" perspective:
While you will primarily view issues from your perspective as a resident/citizen in
a manner similar to the other residents of the community, the city staff will often
have a more "technical/professional" perspective. What might make a great deal of
sense to the staff looking at an issue from a purely "business" point of view may not
be the right answer based on community perspectives and values. While the city
manager will do his or her best to bridge the gap between the two points of view, it
is very helpful for councilmembers to understand that while the staff should be
sensitive to community values, they will often raise issues based on their
professional training that can differ from a purely community values point of view.
An appreciation for these varied perspectives is critical to the council-staff
relationship. That does not mean the one perspective is "right" while the other is
"wrong"; but both parties should try to understand and appreciate the views of the
other.
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• Don't fall into the trap of feeling you are VERY special:
While being elected to a city council is an honor bestowed upon you by the voters,
keep that "honor" in perspective. Citizens view electing you as showing trust in
your judgment in representing their interests in community decision-making.
They did not elect you because they felt you were personally deserving of special
rights and privileges. Don't expect the city manager or staff to be able to assist you
in ways outside your formal role on the city council. By and large, they will be
required to treat you just the same as any other citizen on matters outside the
realm of your official duties. Any compensation and "perks" of office should be
visible and public.
• Professional city managers will not "play favorites":
Professional city managers will strive to have a positive working relationship with
all the members of the city council regardless of personality, philosophy or
positions on specific issues. They will also not let personal likes or dislikes affect
how he or she interacts with councilmembers, and you should not expect the
manager to act otherwise.
• It is critical to city managers to have clear policy direction:
The city manager and the city organization cannot carry out the policy direction of
the city council if that direction is not clearly established. The clearer the direction,
the more effectively the manager and staff can implement. Even when the council
is split on an issue, the majority's will needs to be clearly stated. The manager
should seek clarification from the city council when necessary.
• Be sensitive to the need for city managers to sometimes tell you "what you don't
want to hear":
One of the least favorite tasks for a city manager is to tell an individual council-
member or the council as a whole something they don't want to hear. This could
range from a mistake the organization has made to informing a councilmember
that something they want done (or want to do) cannot be done or is not
appropriate. While city managers try to be as flexible as possible in meeting the
needs of the city council, you will not be well served by a manager who will not
tell you when something is not appropriate or cannot be achieved simply to avoid
appearing uncooperative. While the manager needs to be clear why the request
cannot be fulfilled, it is very helpful for you to understand that the manager has a
professional obligation to give you advice contrary to what you would like to hear
when he/she is so required.
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• Why managers can't always do what you want them to do:
The manager can often be confronted with a situation of an individual council-
member wanting something done that is not consistent with the wishes of the city
council. The manager needs to respond to the direction of the city council as a
whole. While managers try to be as responsive as possible to the needs/desires of
individual members, on matters of any consequence, the direction of the city
council will often be required.
• Take your role to evaluate your city manager's performance seriously:
Like any other employee, the city manager benefits from regular and thoughtful
performance evaluations. Performance evaluations are an important
communication tool between the manager and council. Working for multiple
individuals is challenging enough without clear and consistent feedback on
performance. At least annual evaluations should be conducted. This provides the
opportunity to communicate how the council views the manager's performance,
including areas of strength and areas for potential additional emphasis. This is
also the only opportunity for the council as a whole to provide this input in
private. Also, due to the inherent challenge of multiple individuals attempting to
evaluate an individual who works for them as a group, the use of a consultant to
facilitate the evaluation can be very helpful. If done right, evaluations can be a
very valuable communication mechanism for the council and manager.
• Tolerance for organizational imperfection (mistakes!):
While no one likes mistakes, they are unavoidable in the context of organizational
life. Cities are complex organizations dealing with a wide variety of services with
unique and sometimes challenging clientele. It is not a matter of whether mistakes
will be made, but when. It is critical as a leader of your city that you react to
mistakes appropriately. While mistakes should be avoided to the greatest extent
possible, overreacting can cause further damage. You should expect that mistakes
will be addressed promptly, fully disclosed and that steps will be taken to avoid
repeating the same mistakes again. You will need to trust the manager to follow
up and effectively address the situation when organizational miscues occur. Have
high expectations but recognize that mistakes will occur, even in the best
organizations, and try not to overreact when they do.
• Support of reasonable risk-taking:
High-performing organizations will occasionally need to take "reasonable risks" in
order to achieve community objectives. Sometimes these endeavors will not be
successful. However, organizations that avoid ANY unnecessary risk are not
likely to accomplish a great deal. While city councils need to be informed and
concur that the risk being taken is reasonable for the potential benefit being
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gained, councils should also be understanding that projects and initiatives that
have inherent unknowns may not always turn out as hoped. Intolerance for any
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mistakes/risk will breed an overly conservative organization and will stifle
creativity and flexibility and the benefits these values can bring.
• Try to focus feedback on service quality, not individuals:
An ongoing challenge is the difficulty of reconciling the ultimate responsibility of
the city council for city service quality versus the need to avoid interfering in the
daily management of the organization. It is much better for the city council to
communicate service level or quality concerns to the city manager versus
performance judgments regarding individual staff members. It is particularly
inappropriate for individual members or the council as a whole to try to direct the
manager to hire, fire, or promote members of the city staff.
• Don't expect managers to take sides in councilmember disputes:
Regardless of how they may personally feel, most city managers will avoid, at all
costs, "taking sides" in disputes between councilmembers. While on occasion the
manager might try to help reconcile councilmembers, don't expect the manager to
take your side in a dispute with a fellow member. Even if they may agree with
you, most managers will avoid taking part in public or private criticism of council-
members unless professionally required to do so in extreme cases.
• Don't jump to conclusions regarding citizen/customer feedback:
While it is your responsibility to be available to listen to citizen and customer
feedback regarding the city organization, be careful not to jump to conclusions
based on what you are told. Oftentimes an individual may sound completely
sincere and credible while providing you an inaccurate account of their experience
with the city organization. It is best to not jump to conclusions, one way or the
other, until the manager is able to provide you a response to the concern. It is
embarrassing to criticize staff for poor performance only to find out that the
information you relied on was not accurate. At the same time, the manager needs
to not be overly defensive regarding staff performance until he or she also has
heard "both sides of the story."
• Don't expect the manager to exercise "political leadership":
While managers are inherently leaders of their organizations and, to varying
degrees, in their communities, their role is not to be political leaders. That is, it is
not intended for the manager to be "out front" on community policy issues. Some-
times city councils want managers to take leadership (advocate publicly) on
controversial issues to avoid potential political consequences to themselves. While
tempting, this is contrary to the intent of the council/manager form of government
under which the elected officials are to take the lead on purely policy matters.
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• Disagree with the recommendation/don't attack the "messenger":
When dealing with a difficult issue at a council meeting, it can be tempting to not
only disagree with the recommendation being presented, but also to challenge/
discredit the manager or staff member presenting the recommendation. The best
practice is to focus your comments on the recommendation, not the individual.
Having a policy discussion devolve into a personal attack is uncomfortable and
embarrassing to everyone involved. Even if you are frustrated by the
recommendation, it is poor form to attack the presenter. If you do have concerns
regarding how a recommendation was developed or presented, that should be
provided privately to the manager.
P.S.: Don't play "stump the staff" by trying to ask questions at the meeting that you
think staff will have difficulty answering on the spot. It doesn't really make you
look smarter, nor is it helpful to the deliberations to ask a question that cannot be
answered. While staff members should work diligently to anticipate questions, it
is not possible to anticipate all possible questions. If you really want the answer,
get the question answered before the meeting or provide a heads up regarding
what you will be asking.
• Conduct yourself at council meetings in a professional/businesslike manner:
Even on very controversial topics with greatly varying opinions, the council
deliberation can be and should be "businesslike" and professional. While it may be
more entertaining (possibly from a reality TV perspective) to see councilmembers
and citizens yelling and having temper tantrums, it gets in the way of thoughtful
deliberations and only tends to lower the respect for the council and city in the eyes
of your constituents.
• Consider the use of council team-building and goal-setting workshops:
Recognizing the importance of both effective councilmember/councilmember and
council/city manager working relationships, often an investment of time in team-
building workshops is very worthwhile. These workshops allow for a thoughtful
conversation of working relationships outside the context of discussing specific
issues. These discussions can help create a better understanding of work styles
and perspectives.
Additionally, recognizing that clear direction and priorities are critical for effective
council/manager relations , goal-setting workshops can be very effective forums
for establishing city council and organizational priorities.
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• Have a clear understanding with the manager of the type and frequency of
communication you prefer:
While a fundamental value of city managers is to provide regular and complete
information equally to each councilmember, councilmembers can vary significantly
regarding the type and frequency of contact with the manager they desire. While
the manager will use written reports in one form or another as a base line of
information to all the members, it is important for the manager to understand your
preference for how information should be communicated, including the frequency
of personal contact. While some members prefer regular "face-to-face" contact with
the city manager, others prefer less time-intensive information-sharing methods.
While sharing the same information among all councilmembers, it is helpful for
you and the manager to understand how much and what type of contact you
prefer.
• Do your homework:
It takes time and effort to be a successful councilmember. It makes the manager's
and staff's job a lot easier if you have reviewed the reports and related materials
provided to you prior to the city council meeting. This facilitates efficient
meetings, accelerates decision-making and gives the impression that staff and
council are working well as a team. Additionally, it will avoid you appearing
unprepared to your fellow councilmembers, the staff and your constituents.
• Trust above all:
As in all relationships, an effective city council/manager relationship must be based
on trust. Other potential obstacles such as differing personalities, styles,
philosophies, etc., can be overcome if there is mutual trust. Without trust, little else
will be successful. Both parties need to treat each other with respect and be truthful
and forthcoming in their dealings.
• No Surprises:
Both the manager and council should do their best to make sure that important
information is not first learned from others. While in this age of instant
communication this is more difficult, and in some cases impossible, the parties
should do their best to make sure that noteworthy information to which they are
privy is not communicated to other organizational leaders by third parties
(particularly the media). The manager needs to work hard to make sure that the
council is not taken off guard while councilmembers should keep the city manager
in the loop as well. "Surprises" can have a very negative impact on the working
relationship in that it speaks directly to the trust issue.
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• Work through the city manager to get things done:
While practice and philosophy can vary to some degree between cities, council-
members should generally work through the city manager to obtain action by staff.
Individual councilmembers are not authorized to direct staff, though routine
referral of citizen requests (or to simply request information) is sometimes
appropriate depending on local practice. Coordinating through the manager will
make sure the issue is sent to the right staff person for action and will allow the
manager to confirm timely follow-up. This also helps the manager stay informed
regarding issues of community concern.
• Council/Mayor Role:
It is also important to make sure there is clarity between the council, the manager
and the mayor on respective roles. At times there can be a conflict between the
role the mayor views themselves as playing and the expectations of the remainder
of the council. It is difficult if the manager gets caught in a dispute over these
respective roles. In particular, how the city manager relates to the mayor versus
the other councilmembers needs to be clear.
• Don't blame the manager or staff for carrying out the direction of the city
council:
The city manager and staff are required to faithfully carry out the direction of the
city council, regardless if they did or did not recommend it and regardless if some
councilmembers oppose it. Respect the staff for faithfully carrying out the will of
the council, whether or not you share the view of the council majority.
• If the council/manager relationship is not going well:
If you or the council are having difficulty with the city manager, try your best to
resolve the issue. First of all, find an appropriate way to communicate the
concerns. The manager can't respond if he/she is not aware of the concern. As
noted earlier, try to obtain clear council consensus for the expectations for the
manager and communicate those expectations clearly. Try to be optimistic
regarding the possibility of the manager making adjustments to satisfy the
concerns of the council and give sufficient time to do so. Additionally, provide
the manager opportunities to respond to the feedback and communicate how
he/she will address the concerns.
• If all else fails and there needs to be a "parting of the ways":
A forced separation of the manager is not a good experience for the council, the
manager or the city. It can be costly, controversial and can cast everyone in a
negative light. It can also erode citizen confidence in the city. Assuming all
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reasonable steps have been taken to avoid a forced transition and recognizing a
parting based on "irreconcilable differences" is always better than an "ugly,
contested divorce" (in an "ugly divorce," both parties end up looking bad), keep
the following in mind:
— Keep it professional.
— Don't unnecessarily damage the manager's reputation—it is not needed to
make a change.
— Provide a reasonable period of time for the manager to find another position
or provide reasonable severance—it takes time to find a manager's job.
— Remember, how you handle the transition of the current manager will have
an impact on the quality of the candidate pool for the next manager.
Summary/Concluding Thoughts:
An unstable council/manager relationship has negative consequences for the city
council, the manager, the organization and the community. A positive and mutually
supportive relationship will increase the odds of having a high-performing and
successful city. Councilmembers and the manager need to make creating, supporting
and sustaining the relationship a high priorit y. If made a high priority, the odds of
success are great.
Remember that your service on the city council is a unique honor that has been
bestowed on you by your fellow citizens. While it is often a challenge, with inherent
difficulties, someone needs to do it and your community has selected you for that
responsibility. You have been selected to serve in a professional and honorable manner,
during good times and bad. Your service on the city council will be over soon enough.
Conduct yourself in a manner that will allow you to look back with pride—not only for
what you accomplished, but also the way in which you conducted yourself (which will
likely be remembered the longest).
January 2017
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city’s mission and goals.
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help quell acrimony before it becomes a problem. It’s important to remember that trust is built
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their community while serving in the community’s be
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reate a shared understanding of the city manager’s role and the council’s expectations to optimize
build trust by not playing the “gotcha game” and strive to
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focused meeting. They allocate the council’s time and
energy appropriately (focused on the council’s role and
They honor the public’s participation and engagement
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everyone’s time.
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Annually evaluate council and city manager performance toward achieving the city’s priorities and
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embers to the council’s norms and protocols as well as
Print
Cupertino, CA Municipal Code
CHAPTER 2.17: CITY COUNCIL/CITY STAFF
RELATIONSHIPS
Section
2.17.010 Preamble.
2.17.020 Intent and purpose.
2.17.030 Council and Council members.
2.17.031 Council power.
2.17.032 Individual Council members.
2.17.033 Council Policy.
2.17.034 Information.
2.17.040 Staff.
2.17.041 Execution of Council direction.
2.17.042 Undue influence.
2.17.043 Timely response.
2.17.010 Preamble.
After the City of Cupertino's incorporation, the City Council enacted Ordinance No.
106 creating and establishing the Council/City Manager form of government whereby
the City Council controls the administrative services of the City only through the City
Manager. The Council/Manager form of government is intended to provide the best of
unencumbered professional/technical staff input balanced with the collective oversight
of elected officials. Under the Council/Manager form of government neither the City
Council, nor individual Council members, can give orders to any subordinates of the
City Manager. The City Manager takes his or her orders and instructions from the City
Council only when given at a duly held meeting of the City Council. No individual
council member can give any orders or instructions to the City Manager. Although this
provision has worked well over the years, a number of specific issues and questions
have arisen from time to time regarding the respective roles of the City Council and City
Manager due, in part, to the City's expanding involvement into a variety of new areas of
society. It therefore has become necessary and convenient for the City Council to
delineate with more specificity the respective roles of City Manager, the City Council
and individual Council members.
Page 1 of 4CHAPTER 2.17: CITY COUNCIL/CITY STAFF RELATIONSHIPS xx
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(Ord. 2009, 2007)
2.17.020 Intent and Purpose.
The intent of this chapter is to address and clarify the relationship between the City
Council, individual Council members, and city staff by:
A. Maintaining control and direction of the City by the City Council as a whole;
B. Insuring that City Council members have free access to the flow of any
information relative to the operation of the City and insuring that such information is
communicated by staff in full and with candor to the Council;
C. Ensuring that the Council decision making process benefits from the
unencumbered input and advice from the professional staff free from undue influence in
staff decision making, formation of staff recommendations, scheduling of work, and
executing department priorities without intervention by individual Council members;
D. Allowing city staff to execute priorities given by management and the City Council
and protecting city staff from undue influence from individual Council members.
(Ord. 2009, 2007)
2.17.030 Council and Council members.
2.17.031 Council Power.
The City Council retains the full power to accept, reject, amend, or otherwise guide
and direct staff actions, decisions, recommendations, workloads and schedules,
department priorities, and the conduct of city business through the office of the City
Manager. This power cannot be delegated to individual Council members, nor to
committees composed of council members consisting of less than a quorum of the City
Council.
(Ord. 2009, 2007)
2.17.032 Individual Council members.
Individual Council members shall not attempt to influence staff decisions,
recommendations, workloads, and schedules, and department priorities without prior
knowledge and approval of the City Council.
(Ord. 2009, 2007)
2.17.033 Council Policy.
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If a Council member wishes to influence the actions, decisions, recommendations,
workloads, work schedules and priorities of staff, that member must prevail upon the
City Council to do so as a matter of council policy.
(Ord. 2009, 2007)
2.17.034 Information.
Individual Council members as well as the City Council as a whole, have complete
freedom of access to any information requested of staff (except information which is
otherwise protected by law from disclosure) and will receive the full cooperation and
candor of City staff in being provided with any requested information. Information
sought by an individual council member may, at the discretion of the City Manager, be
automatically provided to the City Council as a whole. In exercising this discretion, the
City Manager will consider whether the information is significant or new or otherwise not
available to the Council or is of interest to the Council.
(Ord. 2009, 2007)
2.17.040 Staff.
2.17.041 Execution of Council Direction.
The primary functions of City staff is the execution of Council policy and actions taken
by the Council as well as keeping the Council informed regarding the general operations
of the city.
(Ord. 2009, 2007)
2.17.042 Undue Influence.
City staff may take guidance and direction only from management or the City Council
as a whole. Staff is prohibited from accepting direction or being unduly influenced by
individual Council members to pressure staff members into making, changing or
otherwise suppressing staff decisions or recommendations, or changing departmental
work schedules and priorities. Staff members will report such attempts to influence
them in confidence to the City Manager, who may inform the City Council as a whole of
such attempts. Any staff member who violates this prohibition may be subject to
disciplinary action at the discretion of the City Manager.
(Ord. 2009, 2007)
2.17.043 Timely Response.
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City staff will make every effort to respond in a timely and professional manner to all
requests made by individual council members for information or assistance, provided
that, in the judgment of the City Manager, the request is not of a magnitude either in
terms of work load or policy, which would require that it more appropriately be assigned
to staff through the collective direction of the City Council. In terms of making this
judgment, the following guidelines should be considered:
A. Is the request specific and limited in scope so that staff can respond without
altering other priorities and with only minimal delay to other assignments?
B. Is the request a "one time" work requirement, as opposed to an on-going work
requirement?
C. Does the response to a request require a significant allocation of staff resources
(generally defined as consisting of more than one staff person, or a single staff person
working on the request in excess of two hours)?
(Ord. 2009, 2007)
Page 4 of 4CHAPTER 2.17: CITY COUNCIL/CITY STAFF RELATIONSHIPS xx
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