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2003-09-15AAGENDA MOUND CITY COUNCIL WORKSHOP' MONDAY, SEPT 15, 2003 6:30 PM CONFERENCE ROOM MOUND CITY HALL 5341 MAYWOOD ROAD 1. Open meeting 2. Organizational chart - Chain of Command A. Hiring of personnel B. Police Department ride-alongs C. Death & illness - data privacy D. Other 3. Mutual respect - respecting differences 4. View ourselves as a team 6. Adjourn ~o < 0 · -i "0 itl Z 0 C:: Z I 0 Z N Z -1- H A RTER E D 470 Pillsbury Center 200 South Sixth Street Minneapolis MN 55402 (612) 337-9300 telel~htme (612) 337-9310 fax h ttp://www, ken,~cdy-graven.cmn June 20, 2002 JOHN B. DEAN Attorney at Law Direct Dial (612) 337-9207 Email: jd can®kennedy-graven.corn Kandis M. HanSon, City Manager City of Mound 5341 Maywood Road Mound, MN 55364 Re: Participation in Employee selection Process. Dear Kandis: At a recent meeting with Mayor Meisel, it was suggested that I prepare a letter to you that outlines the responsibilities and the limitations of the various "decision makers" as it r~lates to the emPloyee selection process. I use the term "decision makers" here to mean the city council and the city manager because they are the two "official" participants in any employment selection procesS. Obviously, input from other groups and individuals may be important, but the ultimate decision does not lie with them. The Mayor's suggestion comes in the context of'the selection process for a neW police chief. Because no other city appointanent will have a more significant impact on the public than the selection of a police chief, it is important that there be broad-based partiCiPation in the process; and certainlY involvement by the city coUncil. HOweVer, it iSiikeWise importknt that all the participants understand that their participation is subject t° limitations. ' Fortunately, these issues are addressed by state law. To begin, Minnesota.Statutes, Section 412.611 contains the following general statement applicable to Optional Plan B cities.such as Mq.und: The council shall exercise tti~ legislative power of the city and determine all matters of policy. The city manager shall be the head of the administrative branch of the government and shall be responsible to the council for the proper administration of all affairs relating to the city. This statement is amplified later in the statute when it addresses the role of the city manager and the city council in hiring decisions. First, in Minnesota Statutes, Section 412.651, the following is listed as a power of city managers in Optional Plan B cities: JBD-216529vl MU220-1 -2- Kandis M. Hanson June 20, 2002 Page 2 The city manager shall appoint upon the basis of merit and fitness and subject to any applicable civil service provisions, and except as herein provided, remove the clerk, all heads of departments, and all subordinate officers and employees; ... Finally, Minnesota Statutes, Section 412.661 contains the following admonition to city councils: Neither the council nor any of its members shall dictate the appointment of any person to office or employment by the manager, or in any manner interfere with the manager or prevent the manager from exercising judgment in the appointment of officers and employees in the administrative service; but this shall not be construed to prohibit the council from passing ordinances for establishing a merit system governing city employment. Except for the purpose of inquire, the council and its members shall deal with the control the administrative service solely through the manager, and neither the council nor any of its members shall give orders to any subordinate of the manager, either publicly or privately. Many councils are not happy to be so limited. After all, they were elected to deal with and resolve community issues; and isn't the hiring of the police chief an important commUnitY issue? Clearly it is an important decision, and clearly the council must have a role in the process. The important points to remember is that the council may not: 2. 3. 4. Select the.new chief. Direct or influence you conceming whom to select. Interfere with the process for selection, or conduct its own process: Make representations to any candidate or possible candidate about their chances for selection. Discourage any candidate or possible candidate from participating in the process. Even with those limitations to the council's particiPation, I knoW you are Sensitix/e to 'the need to appropriately involve the council in the process. The selection you make will reflect on the Council. Respectfully yours, JBD-216529vl MU220-1 -3- 412,641 STATUTORY CITIES 412.641 MANAGER. Subdivision I. The city manager shall be chosen by the council solely on the basis of training, experience, and administrative qualifications and need not be a resident of the city at the time of appointment. The manager shall be appointed fbr an indefinite period and may be removed by the council at any time, but after having served as manager For one year the city manager may demand written charges and a public hearing on the charges before the council prior to the date when final removal takes efi~ct. A demand for wriue n charges and a hearing must be made within seven days of notification of the council's intent to remove the city manager. The council shall set a date and a reasonable time for a public hearing, which must be held within 30 days of the demand and may not be reconvened or recessed until a further date, absent approval of the council. The council shall notify the city manager within five days of the hearing, of the council's decision to retain or remove the city manager. Thc decision of the COtlncil is final. Pending sucil hearing and removal, the council may suspend the manager, with or without pay, at the.council's discretion, fi-om office. The council may designate some properly qualified person to perform the duties of the manager during ab- ..... sence~r disability, ................. , Subd. 2. First managen As soon as practicable after the adoption of Optional Plan B in any city, the council shall appoint the first manager under subdivision I, History: 1949 c 119 .v 8'0; 1973 c 123 art 2 s ] subd 2; 1986 c 444; 1993 c 315 x 14 412.651 CITY MANAGER; POWERS AND DUTIES. Subdivision 1. Generally. The city manager shall have the powers and duties set forth in the following subdivisions. Subd. 2. Enforcement. The city manager shall see that statutes relating to the city and ~ the laws, ordinances and resolutions of the city are enforced. Subd. 3. Appointment of personnel. The city manager shall appoint upon the basis of merit and fimess and sub.jeer to al~y applicable civil service provisions and, except as herein provided, remove the clerk, all heads of departments, and all subordinate officers and ployees: but the appointment and removal of the attorney shall be subject to the approval of , the council. · ~ Subd. 4. Control. The city manager shall exerc, ise control over all departments and di sions of the administration created ullder Optional Plan B or which may be created by thc council. Subd. 5. Council meetings, The city manager shall attend all meetings of the council with the right to take part in the discussions but not to vote; but the council may in its discrc.~ tion exclude the city manager from any meetings at which the manager's removal is consid- ered. Sub& 6. Recommend ordinances and resolutions. The city manager shall recom- mend to the council for adoption such measures as the city manager may deem necessary for the welfare of the people and the efficient administration of the affairs of the city. Subd. 7, Advise; annual budget. The city manager shall keep the council fully advised as to the financial condition and needs of the city and the city manager shall prepare and sub- mit to the council the annual budget. Subd. 8. Administrative code. The city manager shall, when directed to do so bv the council, prepare and submit to the council for adoption an administrative code inco¢orating the details of administrative procedure, and fi'om time to time the city manager shall suggest amendments to such code. Subd. 9. Additional duties. The city manager shall perform such other ciuties as may be prescribed by the statutes relating to Optional Plan B cities or required by (~rdinance or reso- lutions adopted by the council. History: 1949c 119 s 81:1973 c 123 art 2 s I subd 2:1986 c' 444 412.661 LIMIT ON COUNCIL POWERS. Neither the council nor any of its members shall dictate the appointment of any person to office or employment by the manager, or in any manner imerfere with the manager or pre- STATIfI'ORY CITIES 412.701 vent the manager from exercising judgment in the appointment of officers and employees in :administrative service; but this shall not be construed to prohibit the council from passing .inances for establishing a merit system governing city en~tploymenl. Except for the pur- of inquiry, the council and its members shall deal with and control the administrative y through the manager, and neither the council nor any of its members shall give orders to any subordinate of the manager, either publicly or privately. History: 1949 c 119 s 82; 1973 c 123 art 2 s I sttbd 2; 1986 c 444 412,671 CREATION OF DEPARTMENTS; DIVISIONS AND BUREAUS. The council may create such departments, divisions, and bureaus for the administration of the affairs of the city as may seem necessary, and from time to time may alter their powers and organization. It may, in conjunction with the manager, prepare a complete administrative code for the city and enact it in the form of an ordinance, which may be amended from time to time by ordinance, History: 1949 c I19 s 83; 1973 c 123 art 2 s I subd 2 412.681 OFFICERS ARE UNDER MANAGER; MAY BE COMBINED OR ABOL- ISHED. There shall be a clerk, a treasurer, and such other officers subordinate to the manager as the council may create by ordinance. The clerk shall be subject to the direction of the manag- er and shall have such duties in connection with the keeping of the public records, the custody and disbursement of the public funds, and the general administration of the city's affairs as shall be ordained by the council. The clerk may be designated to act as secretary of the coun- cil. The treasurer shall have the powers and perfornl the duties imposed upon treasurers un- der the laws relating to cities generally. The council may by ordinance abolish offices which have been created by ordinance and it may combine the duties of various offices as it may deem fit. '['he council may provide for the performance by the manager of the duties of any officer except the treasurer. History: 1949 c II9 s 84; 1955 c 867 s 6; 1973 c 123 art 2 s I subd 2; 1986 c 444 412.691 MANAGER IS PURCHASING AGENT; AUDIT AND APPROVAL. The manager shall be the chief purchasing agent of the city. All purchases for the city and all contracts shall be made or let by the manager when the amount of the purchase or contract does not exceed $15,000 unless a lower linfit is provided by the city council; but all claims resulting therefrom shall be audited and approved by the council as provided in sec- lion 412.271. All other purchases shall be made and all other contracts let by the council after the recommendation of the manager has first been obtained. All contracts, bonds and instru- ments of every kind to which the city is a party shall be signed by the mayor and the manager on behalf of thc city and shall be executed in the nar6e of the city. History: 1949 c I19 s 85; I959 c 526 s l; 1973 c 123 art 2 s I sttbd 2; 1992 c 380 s 3 412.701 BUDGETING. The manager shall prepare the estimates for the' annual budget. The budget shall be by funds and shall include all the funds of the city, except the funds made up of proceeds of bond issues, utility funds, and special assessment funds, and may include any of such funds at the discretion of the council. The estimates of expenditures for each fund budgeted shall be ar- ranged for each department or division of the city under the following heads: (1) ordinary expenses (for operation, maintenance, and repairs); (2) payment of principal and interest on bonds and other fixed charges; (3) capital outlays (for new construction, new equipment, and all improvements of a lasting charactcrl. Ordinary expenses shall be subdivided into: (a) sa- laries and wages, with a list of all salaried ~>t'l'ices and positions, including the salary allow- ance and thc nu tuber of persons holding each; (b) other expenses, with sufficient detail to be readily understood. All increases amd decreases shall be clearly shown. In parallel columns shall be added the amounts granted and the amounts expended under similar heads for the MOUND POLICE DEPARTMENT DEPARTMENT MANUAL TITLE: RIDE-ALONGS SECTION NO. 578 578.30 However, said parties must receive prior approval to Ride-Along by the Chief of Police and/or a supervisor. POLICE OFFICER PARTICIPANTS Ao Bo C° Eo The police officer participant is responsible for the safety of the Ride-Along participant and should not intentionally involve the citizen in a dangerous situation. Fo Ride-Alongs should enter the building where the complaint has taken place on_gLy_l when given permission by the officer. Go In the event the officer receives an emergency assignment, they may respond with or without their rider. If the call is inherently dangerous, such as a robbery or assault in progress, the officer may drop the rider off at a safe place and then pick them up or arrange for another officer to pick them up. The officer may terminate the Ride-Along if the individual hampers, interferes, or otherwise hinders the performance and efficiency of the officer. The officer should be prepared to document the situation at the request of the supervisor. Ride-Alongs should not enter a house of business when the complaint involves violence, weapons, or domestic assault. The officer shall instruct the Ride-Along on how to use the emergency button on the mobile data terminal (MDT) in the squad. A supervisor or officer has the authority to revoke an authorization at any time if the participant's conduct, motives, or attire are not in the best interest of the Mound Police Department. -6- MOUND POLICE DEPARTMENT DEPARTMENT MANUAL TITLE: RIDE-ALONGS EFFECTIVE DATE: June 25, 2003 SECTION: 578 DISTRIBUTION: ALL PERSONNEL RESCINDS: 01-02-90 578. PURPOSE 578.10 578.20 To establish a policy and procedure to be followed regarding the Ride- Along program whereby citizens may become passengers in police vehicles while the officer is on duty. AUTHORITY The Chief of Police and/or a supervisor have the authority to permit citizens the privilege of becoming passengers in police vehicles during the time the police officer is performing his duties. POLICY Ao The Mound Police Department, in order to give the public a better understanding of the complexities of police work, may approve citizen Ride-Alongs. Bo The Ride-Along authorization shall extend to patrol units and at no time shall include investigative units. Co Participants are restricted to Ride-Alongs consisting of one twelve hour shift, every six months unless permission has been granted by the Chief of Police and/or a supervisor. All approved Ride-Alongs must sign a Release of Indemnity Agreement prior to starting their ride. Bo No one under 14 years of age shall participate in the Ride-Along Program unless approved by the Chief. Fo Youth under the age of eighteen must have a Release and Indemnity Agreement signed by a parent or legal guardian. Go This policy does not apply to reserve officers, explorer scouts, chaplains, non-sworn department employees, city council members, community service officers, and Mound firefighters. -7- CITY OF MOUND RESOLUTION NO. 0'!-92 RESOLUTION APPOINTING DATA PRACTICES COMPLIANCE OFFICIAL WHEREAS, Minnesota Statutes, Section 13.05 Subd. 13, requires that the City, appoint a City employee to act as its data practices compliance official to receive questions or concerns regarding problems in obtaining access to data or other data practices problems within the City; and, WHEREAS, the City Council shares the concern expressed by the Legislature about access to City data and wishes to satisfy this concern by immediately appointing a qualified data practices compliance official as required under statute. NOW, THEREFORE BE IT RESOLVED the City Council appoints Kandis Hanson, City Manager, as the date practices compliance official to receive questions and concerns regarding problems in obtaining access to data or other data Practices problems. The foregoing resolution was moved by Councilmember Meyer and seconded by Councilmember Anderson. The following voted in the affirmative: Brown, Hanus, Meisel, Anderson and Meyer. The following voted in the negative: None. Adopted by the City Council this 23rd day of October, 2001. Attest: Acting City Clerk Mayor Pat Meisel -8- CITY OF MOUND RE~OLUTION NO. 01-93 RESOLUTION TO APPOINT RESPONSIBLE AUTHORITY FOR COMPLIANCE WITH THE MINNESOTA DATA PRACTICES ACT WHEREAS, Minnesota Statutes, Section 13.02, Subdivision 16, as amended, requires that the City of Mound appoint one person as the Responsible Authority, to administer the requirements for collection, storage, use and dissemination of data that is collected by the City; and WHEREAS, the City Council of Mound shares the concern expressed by the Legislature on the resp°nsible collection, storage, use and dissemination of data and wishes to satisfy this concern by immediately appointing an administratively qualified Responsible Authority as required under the statute. NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Mound, Minnesota: Hereby appoints the City Clerk as the Responsible Authority, the Police Chief as Designee for Police matters, and the City Manager as Designee for Human Resources matters, for the purposes of meeting all requirements of Minnesota Statutes, Chapter 13, as amended, and with rules as lawfully promulgated by the Commissioner of Administration. The Responsible Authority shall require the requesting party to pay the actual cost of making, certifying and compiling copies and of preparing summary data. 3. This resolution implementing the Minnesota Government Data Practices Act shall remain in force and effect until modified by the City Council. The foregoing resolution was moved by Councilmember Meyer and seconded by Councilmember Anderson. The following voted in the affirmative: Brown, Hanus, Meisel, Anderson and Meyer. The following voted in the negative: None. Adopted by the City Council this 23rd day of October, 2001. Attest: Acting City Clerk IVl'ayor Pat I~leisel -9- v/How managers can help create effective councils After teaching government for 20 years at the University of Kansas and serving for eight years on the city council of Lawrence, Kan., John Nalbandian is blunt about the skills of those serving in local government. "Managers don't realize that most council members really don't halve a good idea of what they are supposed to do," he says. "So, they end up doing whatever is put in front of them." The authors of an ICMA publication called The Effective Local Government Manager say the same thing. "Many council members are "amateurs" attempting to cope with the demands of local government politics, administration and technology while serving part- time...The manager's obligation is to work with the council on a continuing basis to make government work." Nalbandian identifies three key characteristics of effective councils that a good manager must be prepared to cultivate: 1. The willing-ness of a council to address difficult issues, those that deal with the "big picture" problems in a city. 2. The ability or capacity of the council to deal with these issues as a team. 3. An effective relationship with professional staff. Unfortunately, according to various studies on how councils and managers spend their time, it appears that they typically spend just 5 percent of their total time together for public discussion and decisionmaking on pivotal issues. The rest of their time is spent on routine operations or individual constituent services be- cause that's psychologically more comfortable and avoids the values conflicts that accompany all difficult "big picture" issues. "Council members find it easier to be competent when their job is defined in terms of constituent services because that task is relatively concrete," Nalbandian writes. He says this is because of the nature of the job of council member, which has a vague task and role definition; no hierarchy or specialization, and little feedback or evaluation of performance. In these circumstances then, how can a manager build the council's capacity to deal with high-level policy issues? Nalbandian offers these suggestions to managers: · Prepare a learning program for council members throughout their term in office. Schedule this over a two or four-year period so the council knows there is a"curriculum" related to their job, policy matters, and working.with each other. In addition, if council is dealing with a particularly difficult issue, the manager continued page 2 -10- should arrange for them to go to a targeted conference or invite in an expert on the topic. · Don't avoid or let the council avoid the big rues. There are a lot of smaller issues to spend time on and it's easier but don't feed the council small issues, then suddenly expect it to function effectively when it hits a big issue filled with value conflicts. Instead, the harder, but the more productive, thing to do is "to make a big issue into a problem to be solved rather than just something to talk about. How do we frame this issue so we can discuss it in a productive way? It's the questions the manager can pose that can raise the level of thinking." Enhancing the council-manager relationship Larry Rubenstein, city manager of Destin, Fl. and previously Duluth, Ga., both high-growth small cities, tries hard to cultivate trust between himself and his councils, which isn't always easy because of the make-up of individual personalities. "Some people get an impression of you and stick no matter what happens subsequently; others fight a battle and move on to the next issue'with a clean slate -it's just human relationships," he explains. "A good manager should be able to build trust and accept that you win some and lose some." Rubenstein prides himself on always providing the council with the pros and cons of an issue no matter how he stands on it. "Once a decision has been made, I give them the best information my staff and I can find and even those council members who know I didn't support their position trust me to do that." Rubenstein is a great believer in strategic planning for his staff and the council, using a third-party facilita- tor. In fact, he arranges to have two a year so the plans can be fine-tuned every six months. "If you do it right and staff is prepared and the facilitator is good, there can be a whole new under- standing of this big machine that's moving forward," he explains. "And as time goes on and new doubts arise and everybody gets in their comer, you have to do it again. If you don't, you're heading for disaster." 2 Small Cities MAR/APR 2000 Nalbandian has analyzed why there vqill always be communication issues between the council and the manager, which must be continually addressed. The first is that all council members may not see themselves as members of a team, which then makes it difficult for staff to know what the council as a whole wants. The second obstacle is that while using the same words, council and staff don't always speak the 'same lan- guage. (See Fig. 1, p. 3). "The dynamics of politics are conflict, compro- mise, and change," he writes. "The political world is charged with the passion and the drama of community building. Learn the game, play the game, get things done quickly." For staff, the perspective is different. To l~e effective, they require a longer time horizon. Harmony is important in their world in order to build relationships and solve problems. While compromise and negotia- tion are appropriate for making choices about values in the political arena, cooperation and continuity are essential for staff to ensure progress over time. The manager needs to create stability So staff can work; something the council doesn't always understand.. "Politics and administration encompass really different ways of thinking and someone needs to translate in order for the parmership between council and staff to be effective," Nalbandian writes. He puts that responsibility squarely on the shoulders of the city manager. "The city manager must take the passion of politics, the stories, the conflict, and the disparate thinking of the council and translate them into problems to be solved and policies to be developed." The ever-changing council Most councils are always orienting and integrating new members on a regular basis so that the dynamics of a council constantly change and challenge a manager to adapt to new Personalities and new configurations of power. "A lot of new council members come in with a lot of preconceived notions," says Richard L. Milford, faculty member with the Vinson Institute of Govern- ment in Athens, Ga. "They have some great ideas but -11- without an understanding of procedures and processes, even politics." Worse, adds V'mson faculty member Harry Hayes, is the council member who comes in, having made the manager a target in his campaign. "It's not unusual for candidates who are running on anti-establishment platforms to focus on the man- ager because he or she is an easy target and isn't in a position to respond," Hayes explains. In that case, a properly organized orientation session may be the most productive fa'st step, says Nalbandian, who advises that such a session include former council members. "Typically, orientation involves what the staff thinks the council needs to know," he notes. "But how would staff know what council needs to know? The best orientation will include former council members or some of the longer term members who can sit down and answer questions." Milford also advises the manager to sit down face to face with the incoming detractor. "The managers who Survive are those that have the strength and the courage to face their enemies." He says managers should also insist on annual evaluations. "When I see a council not wanting to evaluate the manager, it's a big warning sign. They are saying, 'we're not satisfied but we don't have the guts to tell you.'" And what happens if enough new council mem- bers are elected that a radical change in direction is required? Perhaps the previous counsel wanted a visionary and now this council wants a financial expert or vice versa. In that case, there are two challenges for the manager? 1. It's a matter of skill; can the manager change? 2. Is the manager willing to change? "What goes into the willingness to change is not only "can I?" but does it affect my sense of profession- alism?' says Nalbandian. "That's why it's important for a manager to know what the core meaning of being a manager is. If you define it broadly, you' 11 always be fighting incursions into your professionalism. If you define it more narrowly, you have more room for adaptation to changing councils." Regardless of the priorities of a given council, Nalbandian says councils all across the country are beginning to have radically different expectations of managers. "They are expecting managers to do a lot more of what I call community building, rather than just the nuts and bolts of service delivery. Councils deserve to take for granted the efficient and equitable delivery of services. What they are asking now is 'What does professional management offer to our city?' · -12- MAR / APR 2000 Sm~'ll Cities 3 4 SmallCities MAR/APR 2000 -13- Warning Signs and Strategies: When the C-M RelatiOnship Is in Trouble The literature on elected and appointed officials' effec- tiveness is sprinkled with anecdotes about chief appointed officials who thought that everything about their performance and their relationship with elected officials was fine, until they had a performance review. These individ- uals were completely caught by surprise and shocked to learn that things were less than ideal. Some first learned that the relationship was failing at public meetings when their performance was an agenda item. Others found out about performance problems after they returned from a vacation or from being away on business for a few days. While such surprises may not occur often, they do occur on occasion. To diminish the surprise factor, both elected and appointed officials have identified warning signs that indicate when the relationship between the two parties is in trouble. Take Heed Below are checklists of some of these warning signs and some strategies to use to improve council-manager relationships. This information is not all-inclusive, but the submissions came to ICMA directly from local government officials. Both elected and appointed officials probably have noted other Warning signs and developed Other coping strategies. When reviewing these checklists, think about your own situation. Also, begin to think about how you can develop strategies to overcome problems. Information flow. Information flow is vital. Information should be clear, consistent, and available to the chief appointed official and all elected officials (also referred to here as the council or councflmembers). Among the warning signs: [] Communication stoPs: elected and appointed officials stop calling or talking to each other. [~1 Elected and appointed officials are not spending enough time together. ~ Appointed or elected officials complain that the other party is not keeping them informed. ~ Neither elected nor appointed officials feel that they are getting the information they need. ~1 Some elected officials are getting information that others are not getting. Interpersonal communications. Healthy interpersonal com- munication is the backbone ora good relationship. Among the warning signs: [] The appointed official and professional staff find them- selves badmouthing councilmembers, and vice versa. [] Appointed and elected officials do not make eye contact with each other. C~I Appointed and elected officials do not say hello to each other. Elected officials stop talking when the appointed official · enters the room. The council begins to conduct meetings off-site without the appointed official. Dissent within the council. When councflmembers do not work well together, the community and the chief appointed official feel the impact. Among the warning signs: The council does not speak with one voice, thereby caus- ing confusion among the professional staff about policy direction and priorities. Councils begin to resist making the hard decisions because a high level of frustration has come to character- ize their working relationships. Performance reviews. It is hard for appointed officials to assess their own performance levels unless they have perfor- mance reviews] Appointed officials should be cautious if the council or board does not formally review their performance. Among the warning signs: [] The council does not want to give the appointed official a performance review. [] The appointed official does not want to receive a perfor- mance review. Program service and/or delivery. Sometimes, trouble brews over how services and programs are designed, delivered, and evaluated via the budget and other processes. Among the warning signs: [2~ Councilmembers are not satisfied with department direc- tors, and this situation remains unresolved. In such cases, the appointed official is the one who is held accountable. [21 The appointed official does not have a dearly defined per- formance measurement process by which to judge pro- gram success. [] The appointed official begins to hear the statement "Everything will be okay in the future:' [21 The council says, "The appointed officials can always find the money." Loss of confidence. If both-parties do not have confidence in each other's abilities, they can accomplish very little. Among the warning signs: [] The council begins to meet in small groups. [] There is a lack of trust between the elected and appointed officials. [] The council is not accepting the appointed official's recommendations. [] Councilmembers stop defending the appointed official and professional staff in the face of criticism. [~ Councilmembers openly and publicly (and on more than PUBLIC MANAGEMENT 23 -14- one occasion) driticize the appointed official dui-ing a public meeting or in the press, and vice versa. Take Step~ Listed in this section are strategies that you can try to improve the relationship between elected and appointed offi- cials. Like the list above, this one is not comprehensive, and you may already have your own strategies for improvement. Information flow. These techniques may help local govern- ment officials enhance the flow of information. Although a few of these suggestions seem to be written specifically for only one type of local government official, thgy should be read more broadly to apply to both elected and appointed officials. Improving the information flow also should help reduce dissent on the council. [-I Learn about how others prefer tO communicate, and shape your messages accordingly. For example, some people prefer to hear facts and details first, the big picture second; others prefer the opposite. [] Do not replace personal contact with technology. [21 Keep the communication lines open: make time for one- on-one meetings between the appointed official and each councilmember (if allowed by law); go out to lunch together; evaluate each other's performance and that of the community. V1 Contact each councilmember every day. ~ Conduct periodic retreats. Use these opportunities to dis- cuss information flow and to make sure that all parties are satisfied. [-I Do not use a lot of jargon when you communicate. [~1 Try to give the right amount of information at the right time. VI Discuss what kind of information the other party would like to receive, in terms, e.g., of format and level of detail. Interpersonal communication. Here are approaches that will help you build and maintain healthy relationships. A number of theTM involve getting to know individuals. A word of cau- tion about this: not everyone should become a best friend. By appreciating what is important to individuals and unde~- standing their perspectives, you will be able to improve your communications as well as your work relationships. ~-I Get to know the elected and appointed officials: their interests, children, hobbies, etc. [-l Try to understand the elected and appointed officials' roles from their own perspectives. [] Analyze the situation; replay in your mind both the posi- tive and the negative interactions to determine how you can improve your relations. ~ Maintain a sense of humor. Performance reviews. Elected and appointed officials should look for ways to assess the appointed official's progress, This assessment will require communities to have clear goals and objectives, which can form the bases of the performance review. In some communities, open-meeting laws make the 24 review process difficult because all contact must be public. In other communities, elected officials can deal with per- sonnel.~ss~ues privately. While performance reviews--private or public--are not easy, they are the appointed official's pro- tection against surprises and a way to turn around any diffi- culties. [] Ask the council to assess your performance on a regular basis. ~1 Conduct 360-degree (i.e., multirater) reviews. [21 Agree on an ev. aluation format that also gives feedback to elected officials. Program service and/or delivery. These approaches pertain to working Collaboratively to design policy and develop the means to implement it. Engage in strategic and advanced planning. Plans will become the vehicles for evaluating the performances of elected and appointed officials in achieving community goals. Structure processes so that the council or board focuses on the big-picture policy items and not on the day-to-day operations. One way to do 'this is through the budget pro- cess: highlight the important things so that councilmem- bers can focus on them. Connect with community groups: schools, religious insti- tutions, and service organizations. Develop a method to educate newly elected and appointed officials about the complexities of governing in the com- munity. Make certain that all elected and appointed officials understand administrative procedures and processes. Loss of confidence. Many officials report that it is difficult to repair a relationship when there is ,a loss of confidence. Here are strategies that address this issue~ [--} Be honest with each other. If there is a problem, discuss it. [~l Work collaboratively to repair a broken relationship. [221 Involve a neutral third party to help you repair a broken relationship. Comprehensive lists of warning signs and sgrategies for improvement are included in a new, Self-paced workbook published jointly by ICMA and the National League of Cities called Working Together: A Guide for Elected and Appointed Officials. Users will ~want to sit down and read this workbook with a pencil in hand. The workbook includes numerous questions to consider, along with self-assessments, checklists, and activities designed to assess current relationships and to make necessary improve- ments. It also includes an action plan to record ideas to try. The final chapter includes a wide variety of team activities to use during retreats, work sessions, and other group training sessions. To order this workbook (item number 42442), visit ICMA's on-line bookstore at http://bookstore.icma.org; or call 800/745-8780. - 1 5- SEPTEMBER 1999 THIS PAGE IS INTENTIONALLY LEFT BLANK