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HomeMy WebLinkAbout12151995City Council Workshop December 15, 1995 Page Three and people person. Mr. Halloran went on to list courage of convictions and responsibility for decisions made. Mrs. Cartwfight went on to list ability to communicate with Council and staff and someone who requires personal integrity and is strong in ethics. Vice Mayor Corem went on to list someone who meets deadlines, a good communicator and motivator, a facilitator type personality, someone who doesn't like to hear themselves talk, someone who is not afraid to discipline, someone who isn't afraid to make changes, someone who will hire the best person they can get and not be bullied. Mr. Halloran said it was unique that the City will be bringing new people on board simultaneously with the new manager. Mr. Knowles then went over his handout regarding goals and objectives. TAPE I - SIDE II (6:52 p.m.) In response to Mr. Halloran, Mr. Knowles defined "village", "town", "city" stating that each state defines them differently. Vice Mayor Corum also recommended someone with enterprise fund experience, waterfront experience and knowing where grants are to delegate to staff. Mr. Knowles said he had access to a list of all federal and state grants. Mr. Knowles said he should have a reply from the screening committee by the end of this coming week and have it to City Council by the beginning of the following week. He advised City Council to begin its review of applications now. He advised City Council to sit down with its new manager and review goals and objectives and advised City Council about performance evaluations. City Council Workshop December 15, 1995 Page Four 95.218 B. Recommended Changes to City Charter (,Proposed Changes) The City Manager presented suggested changes to the City Charter. The City Attorney advised that each question be kept separate. He said he would review each issue to determine whether it requires a ballot question. 1) Extend airport leaces to 50 years. Discussion took place on the appropriate number of years for leases. City Council concurred with 50 years. 2) Chan_dng Terms for Elected Officials. The City Attorney said the date of the election can be changed, however, changing terms for elected officials will require a referendum. The City Manager further explained his proposal for four year staggered terms for all but the Mayor who would serve two years and be elected by the voters. TAPE II - SIDE I (7:39 p.m.) Consensus Polk Mrs. Cartwright - yes 4 years - no to election of Mayor by people Vice Mayor Corem - yes to 4 years - separate questions - yes to election of Mayor by people every 2 years Mayor Firtion - yes to 4 years - yes to election of Mayor by people every 2 years Mr. Halloran - yes to 4 years - no to election of Mayor by people Mrs. Damp - yes to 4 years - no to election of Mayor by people every 2 years Mayor Firtion recommended rotation of Vice Mayor. Discussion of salaries and reimbursement of expenses took place. The City Manager said salaries can be changed by ordinance. Discussion took place on changing the date of the election to November which the City Attorney said he believed could be done by ordinance. City Council Workshop December 15, 1995 Page Five It was decided to wait until the new Supervisor of Elections is on board before .any discussion of changing the date took place. 3) Delete Charter Officer Reference and Place City Clerk as D..~partment Head under the Ci_ty Manager, The City Manager said he believed this required a charter change. Mrs. Cartwright said FLC reports that it is a 50-50 between City Clerks as charter officers or appointed. Consensus Poll: Option A - keep appointed by Council - Option B - delete Charter Officer reference Mrs. Cartwfight - Option A Mr. Halloran - Option B Corum - Option B Damp - Option B Fixtion - Option B The City Manager recommended that language be proposed that the removal of the City Clerk by the City Manager must be ratified by the City Council. Mayor Firtion recommended a contract for the City Clerk. TAPE II - SIDE II (8:35 p.m.) The City Attorney said he would review which items require referendum questions. It was decided to split the question on the four year terms/elections every two years and the election of the Mayor. Vice Mayor Corum inquired about the proposed 4.14 amendment relative to the emergency selection of the Council by the Mayor rather than the Clerk. Being no further business, Mayor Fin/on adjourned the workshop at 8:37 p.m. 5 City of Sebastian 1225 MAIN STREET [] SEBASTIAN, FLORIDA 32958 TELEPHONE (407) 589-5330 [] FAX (407) 589-5570 PUBLIC NOTICE CITY COUNCIL CITY OF SEBASTIAN iNDIAN RIVER COUNTY FLORIDA The Sebastian City Council will conduct a Regular Meeting on Wednesday, December 20, 1995, at 7:00 p.m. in the City Council Chambers, City Hall, 1225 Main Street, Sebastian, Florida. Any person who decides to appeal any decision made by the City Council with respect to any matter considered at this meeting (or hearing) will need a record of the proceedings and may need to ensure that a verbatim record of the proceedings is made, which record includes the testimony and evidence upon which the appeal is to be heard. (286.0105 F.S.) In compliance with the Americans with Disabilities Act (ADA), anyone who needs a special accommodation for this meeting should contact the city's ADA coordinator at 589-5330 at least 48 hours in advance of this meeting. MEMORANDUM TO: FROM: DATE: Sebastian City Counci~l .~/ W. E. Pete Knowles_ ~/,i~/~.~,./L.i.i 12/9/95 I plan to attend the Sebastian City Council's workshop session on Friday, December 15, 1995, at 6 pm in the city hall. Suggested city manager's profile Present ad lists experience and education and then indicates --- Experience in labor negotiations (listing unions); Growth management (listing rapid growth); --- this could also include community planning; Financial/budget administration skills -- this could include grant writing; LEADERSHIP - review list of 16 skills referred to in public admin~tration when the term "leadership" is used. From that list, what functions would the City Council wish to stress as needed by a manager in Sebastian?? Communicating with the Council, the public, and the employees - -- a very important management skill so as to set goals and objectives. A willingness to propose and make innovative changes -- and take the responsibility for these changes. A professional manager is one who seeks to continuously learn; which may result in changes. Economic development may be implied under "growth management"; but does the City Council wish to stress that as a needed skill; re rapidly growing community? Is there a need to stress a manager who develops team work with the Council and with the employees; and who will involve the public in administrative project planning work. Today's manager works with the Council on policy matters and becomes more involved with the public in selling ideas and projects. A sharp division between policy and administration no longer works with today's public involvment needs. A full discussion by the elected officials should result in an agreement where all can say "This is what we are looking for in our city manager." A manager's profile. I am also enclosing some information on interview techniques, questions, hints, etc. "Leader~; The Strateg'le,.J £or Takl. n~ Ch:~rge" Dr. Warren Bennis and' Bart Nanus Present problems will not be solved without successful organi- zations, and organizations cannot be successful without effective leadership. ,~ 2. Leadership is what gives an organization its vision and its' ability to translate that vision into reality.' 3. Managers are people who do things right and leaders are people who do the right thing. 4. Efficiency versus effectiveness. Power is the basic energy needed to initiate and sustain action; to translate intentions into reality and to sustain it. Leader- ship is the wise use of this power. Leadership seems to be the marshalling of skills possessed by a majority but used by a minority. But it is something that can be learned by anyone, taught to everyone, denied to no one. The distinctive role of leadership is the quest for "know-why" ahead of "know-how." This illustrates the key differences between leaders and managers. 8. Lack of clarity makes bureaucracies little more than mechanisms for the evasion of responsibility and guilt. Trust is the lubrication that makes it possible for organiza- tions to work. Trust implies accountability, predictability, and reliability. Trust is the glue.that maintains organiza- tional integrity. 10. Leaders are reliable and tirelessly persistent. 11. It's not necessarily the direction that counts, but sticking reasonably to the direction you choose. (If you don't change your direction, you are likely to end up where you were headed). 12. Wallenda factor, the capacity to embrace positive goals, to pour one's energies into the task, not into looking behind and dredging up excuses for past events. Failure is a beginning, the springboard of hope. A mistake is~us~ another way doing thin~ -- to make as many mistakes as quickly as I can in order to learn. 13. Leaders possess the capacity to discern the fit between one's perceived skills and what the job requires. (They seem to know intuitively "when to hold and when to fold.") "Leadoff,: '~l'hu SCraCogletJ fo~ Takhq; (:]~u" Dy. Warren Bennis and Bart Nanu~] Page 2 14. a) Leaders - persistence and self-knowledge. - willingness to take risks and accept loses. - commitment, consistency and challenge. - they speak Co learning. b) Leaders are perpetual learners. c) Learning is the essential fuel for the leader. Those who do not learn do not long survive as leaders. 15. The new competence: a) Acknowledging and sharing uncertainity . b) Embracing error. c) Responding to the future. d) Becoming interpersonally competent -- listening, nurturing. coping with value conflicts. e) Gaining self-knowledge. 16. It is the leader's responsibility to ensure innovative learning. 17. Some organizations are more effective than others at innova- tive learning. The difference is leadership without which learning is unfocused -- lacking in energy, force, conclu- sion and purpose. 18. Leaders are enthusiastic learners, .open to new experiences, seeking new challenges, and treating mistake~ as opportunities for self-improvemen~. 19. The marked characteristics of leaders are their capacity to learn from others and the environment -- the capacity to be taught. 20. Walter B. Wriston, Citicorp's retired chairman and CEO -- if you haven't ever made a mistake, you haven't been tryin~ hard enough. 21. Leaders provide the stimulas and focus for innovative learning. 22. A leader serves the crucial role of seeing that the right work gets done at the right time, that it flows together harmon- iously, and that the overall performance has the proper pacing, coordination, and desired impact on the outside world. He calls forth the best that is in an organization. "Leader-: The Strategies for Taking Charge" Dr. Warren 1~ennis and Bart Nanus I'ag~ 3 23. The essence of leadership is the capacity to build and develop the self-esteem of the workerm. (Irwin Federman in Monolithic Memories). ' 24. Leaders lead by pulling rather than pushing; by inspiring rather than ordering; by creating achievable, though challenging,, expec- tations and rewarding progress toward them rather than by manipulating; hy enabling people to use their' own initiative and experiences rather than by denying or constraining thief experiences and actions. 25. Leaders possess four leadership behaviors -- four major themes, four areas of competency, four types of human handling skills: a) Attention through vision. b) Meaning through communication. c) Trust through positioning. d) Deployment of self through: (1) Positive self-regard and (2) the Wailenda factor. (A mistake is just another way of doing things -- mistakes are a process of learning -- leaders simply don't think about failure). INTERVIEW TECIINIQUES In April, 1989, the magazine "Public Management" contained an article for managers conducting interviews for mid-manage- mcnt people. This article was a reprint from "Management Solutions", February 1988, of the American Management Assoc- iation, Saranac Lake, New York. The author was James Kennedy, president of Management Consultants, Inc. and author of the book, "Getting Behind the Resume: Interviewing Todays Candidates" Many of the techniques within this article can be utilized as guidelines for elected officals when conducting their own interviews of managerial candidates. Following are copies of the main points of the "?ublic Man- agement" article: Avoid asking questions that begin with a verb. These questions too often can bc swcred with a ")'es," for example, "Can you work well as a team player?" Instead, ask "What experience have you had work- ing as part of a team?" The candidate then has to describe his or her involvement. Ask "self-appraisal" questions. These ques- tions will tell you how the candidate ac- complished something. The self-:~ppraisal answers will rcflcc: one of three perfof mance factors. For example, if you ask, "What is it about you that enabled you to rank among thc top I0 percent of your class?," thc candidate might reply, "I catch on quickly; studies are easy for me" (intel- Icctual strength). "Although I was competi- tive about grades, I was involved in many activities" (intcrpt2rsonal strength). "One of mb' goals was good grades, so I concen- trated on my studies" (motivational strength). Probe. For example, when an applicant tells of being a part of a team that devcl. oped three new products in three years, )'ou can ask what role he or she played, what challenges the team faced, and how it solved thcse problems. Ask for details. Consider using "third-party questions." You might ask, for example, "If I were to ask >'our boss what she considered your strengths, what do you think she would say?" Or, "How would your customers scribe you'?" Look for new ways to identify a candidate's limitations. Kennedy says candidates arc usually well prepared for thai not-uncom- mon question "What do you considcr to your greatest weakness?" If you ask it, you arc likely to get a wcll-rehearscd, pat au- swcr. To smoke out the candidate's limita- tions, you might want to try a question like "if the company offered a I'ree self-im- provement cou,'sc, what wot, Id you take?" Or you might ask the candidate, "What ar- cas of yourscll' have you developed most in the past year?" A candidate isn't likely to see how revealing these questions are of his or her limitations. Here are three otimr pointers from Ken- ncdy: First, be says, take notes. Twenty-four hours later, a candidale's strengths and weak- nesses u ill already have begun to fade from 3'our mind unless you have kept notes. Second. says Kennedy, you should listen about 80 pcrcenl of the time. "Don't let the applicant interview .j'ol~': you will not learn more about the candidate if you do most of the talking." Third, don't tell the candidate too much about thc job until ihc cad of the interview. If you providc thc applicant with a full descrip- lion at the start, which may seem like the log- ical thing to do, "you give away a lot of clues and signals about what is important to you," says Kennedy. "The interviewee has an opportunity to simply play back to you the qualities and skills listed on tile job &scrip- lion you dcvcloped." t EXHIBIT B-- Suggested Interview Questions These general queslions should be supplemenled by more ,,;pecific. quesl~ons relaled Io particular objeclives, problems, and priorities of [he local governmenl, 1. Describe your background and experience. Whal r~qve been Ihe areas el emphasis? 2. How d,aes your ex,pedence quality you lot Ibis posilion? 3. Have you had experience in all areas DJ local governmenl service? If you have not had experience in oerlain fields, how would you approach managemenl iu Ihese areas? 4 What parlicular experience do you have wilh respect Io budget preparalion and linance? 5, Whal parlicular experience do you have wilh respecl ID personnel and labor relations? 6. How do you describe your managemenl style? 7, What is your experience as a superviscr? How many people have you supervised? 8, Have you ever had lo lerminale an employee? What process did you follow? 9. Whal are your lhoughls with respect lo performance evaluation? What process do you follow Io set objectives and monitor performance? I0, How will you go aboul aSSessing the slrenglhs and weaknesses of the Organizalion and identifying opportunities to improve? 11, How do you approach the planning process? Whal syslem do you use IO set objectives and priorities? 12. Whal is important [o you in establishing effective working relations wilh olhers? 13. How do you view the relationship between the adminislrator and governing body? How do you view your retalionship wilh doparlmenlal heads and lOCal government 14. What lechniques have you found Io be mosl successful in assisting local govern. meat officials establish and implement long. and short-range goals for the community? 15. 'Jo what extent do you believe contact wilh cilizcns and CJlJzen groups is imporlant? How d? you [yp ca y hand e lhis respon$ibilily? 16. What experience have you had working On an intergovernmental or inleragency basis? Have you worked directly with the slale and federal governments, councils DJ governments, and other units of local government? 17. What will your lirsl steps be upon assuming responsibihly tot ibis posilion? Whal do you hope to accomplish in Ihe first year? 18, From your limited vanlage petal, whal dO you believe lo be lhe challenges and opporluniltes facing our organizalion? How is lhis likely to change in the fulure? 19, What are your strenglhs and weaknesses? 20. Where do you wanl to be five and ten years from now? 21. Why are you interesled in this position? 22. What are your expeclalions wilh respecl Io compensalion? 38 i INTERVIEW TECHNIQUES -2- W. E. Knowles When preparing to interview a managerial candidate, have available for the candidate or,send it to those invited for an interview: a. Budget information b. A copy of the capital improvement budget for the next five years. c. A summary of the status of the communities' growth man- agement plan. d. Information about the local school system - see school board office. (for candidates with children) e. Housing information - contact a real estate office for availability of apartments and homes; with average rent and purchase price. See if real estate office would be willing to meet and talk with candidate and spouse. Be ready to provide this information to the candidate upon the candidate's arrival in your community and let the candidate know before hand. Have a local map available of the community - see your Chamber of Commerce. Have information prepared about the availability of local cultural and educational services and local service clubs. AN INTERVIEW IS A TWO WAY STREET. BE PREPARED TO SHOW AND TELL CANDIDATES ABOUT THE COMMUNITY TO ATTRACT THE CANDIDATE TO WANT TO COME TO YOUR COMMUNITY. This positive attitude goes a long way with professional candidates who want to do you a good job and who want to have an interest in your community. The elected officals should discuss how they will conduct the interview; how long it will run; what each member will ask, in general, and who will lead the interview by calling on each elected member and to tell the candidate about the community; in answer to the candidate's questions. This can be allocated between the elected members so they all partic- ipate. After the first round of questions, the elcted oficals will no doubt want to come back with a folfow up question, etc. Try to have the interview around a table, with the candidate at the table. Do not have the elected officals on a high podium and the candidate standing in front of the podium or sitting in a straight back chair. Everyone should be at their ease and ready to talk togeather to learn about each other. Don't rush an interview but don't dsag it out. Forty fi~e minutes is about all a person can take in an alert state (for both sides). Do not use a formal meeting style and it is best to not have it a recorded session. Everyone should take notes, if they so desire. 7/31/91 W. E. Pete Knowles Council preparation for interviewing managerial candidates by: a) Send each interview candidate a copy of the operating budget and the five year capital bud§et. b) A summary and the status of the growth management plan. c) Send information on local schools to those candidates with children ( check with local school board office). d) Local housing conditions -- contact a real estate agent for availabilty of homes and apartments; with average prices or rents. See if the real estate agent would be willing to meet with the candidates, and let candidates know before coming. e) Have a map of the community to give the candidates (local chamber of commerce?) f) Have available information on the local cultural and educational services and the local servcie clubs. AN INTERVIEW IS A TWO WAY STREET!!!! BE PREPARED TO SHOW AND TELL THE CANDIDATE ABOUT YOUR COMMUNITY SO AS TO ATTRACT THE CANDIDATE TO COME TO YOUR COMMUNITY. This positive attitude goes a long way with professional candidates who want to do you a good job and who have an interest in your community. THE ELECTED OFFICALS MUST DISCUSS BEFORE HOLDING THE INTERVIEWS -- how long each interview will run (45 minutes?): what each council member will ask ( in general); who will lead the interview in answering the candidates'questions about the community. This can be divided amongest the elected officals so all can participate. After the inital round of questions, the council will no doubt come back with follow up questions or comments. TRY TO KEEP THE INTERVIEW UNDER FORTY FIVE MINUTES. Don't rush an interview; but do not drag it out. Try to have the interview around a table WITH THE CANDIDATE AT THE TABLE, in a relaxed atmosphere. DO NOT HAVE THE COUNCIL ON A PODIUM with the candidate standing in front of the podium or sitting in a straight back chair. This is not an interrogation and everyone should be ready to talk togeather and to learn about each other. Forty five minutes are about all a candidate or a council member can take in an alert state of mind. Keep it informal and it is best to not have it a recorded session. ALL ELECTED OFFICALS SHOULD TAKE THEIR OWN NOTES ON EACH CANDIDATE AS THE INTERVIEWS PROGRESS. Ask generally the same questions of each candidate and compare the notes of answers with other candidates' answers. (After several candidates are heard, you will find thieir answers have slipped your mind unless you make individual notes for comparison. Two days later, you will wonder who gave what answer to what question; if you do not make notes. W. E. Pete Knowles 2/15/93 Interviewing Savvy interviewing job applicants is a common managerial task, but few managers have ever had any training in interviewing, and many don't do it very well, says Jim Ken- nedy, president of San Francisco-based Man- agement Team Consultants, Inc., and author of Prentice-Hall's Getting Behind the R& sum~: Interviewing Today's Candidates. "To a manager, the interview is frequentiy an interruption to a busy day. Conversely, to the candidate, the interview is the high point of the day, possibly the week. An applicant is on his or her toes and well rehearsed," says Kennedy. "Unless the manager controls the interview situation, the interviewee will direct it to his or her advantage, telling the manager what the interviewee thinks the manager wants to hear." According to Kennedy, managers use can- ,a:dates' r~sum6s as a crutch instead of a tool, missing an opportunity to uncover what really "makes an applicant tick" and whether he or she is right for'a job or not. Regardless of your level of skill, says Ken- nedy, you may benefit from these sugges- tions. First, managers should spend interviewing time "getting behind the r~sum&" Kennedy explains, "A candidate's r~sum~ tells you about a person's education and experience. It tells you nothing about the individual's intelli- gence, interpersonal skills, or motivation. Ali of these are critical to how well the applicant will fit into your company and how successful he or she will be on the job." Sedond, to accurately read performance factors, managers must ask the right ques- tions. You wan[ to find out how a candidate did what he did while in his or her former job, not what the person achieved. The per- son's achievements are already on the r~- sum& What are some strategies for asking the right questions? · Avoid asking questions that begin with a verb. These questions too often can be an- 'swered with a "yes," for example, "Can you work well as a team player?" Instead, ask "What experience have you had work- PM April 1989 5 lng as part of a team?" The candidate then has to &scribe his or her involvement. Ask "self-appraisal" questions. These ques- tions will tell you how the candidate ac- complished something. Thc self-appraisal answers will reflect one of three perfor- mance factors. For example, if you ask, "What is it about you that enabled you to rank among the top 10 percent of your class?," the candidate might reply, "I catch on quickly; studies are easy for me" (intel- lectual strength). "Although I was competi- tive about grades, I was involved in many activities" (interpersonal strength). "One of my goals was good grades, so i concen- trated on my studies" (motivational strength). To accurately read performance factors, managers mtlst ask the right questions. RTl With Kennedy's methods of evaluation, the applicant's responses will reveal a pattern. According to Kennedy, "You will begin to judge intellectual capacity versus interper- sonal skills and motivation as the applicant rcveals more about himself or herself. What other questions can managers ask to "get be- hind the r~sum6?" · Probe. For example, when an applicant tells of being a part of a team that devel- oped three new products in three years, you can ask what role he or she played, what challenges the team faced, and how it solved these problems. Ask for details. · Consider using "third-party questions." You might ask, for example, "If I were to ask your boss what she considered your strengths, what do you think she would say?" Or, "How would your customers de- scribe you?" · Look for new ways to identify a candidate's limitations. Kennedy says candidates are usually well prepared for that not-uncom- mon question "What do you consider to be your greatest weakness?" If you ask it, you are likely to get a well-rehearsed, pat am swer. To smoke out the candidate's limita. tions, you might want to try a question like "If the company offered a free self-im- provement course, what would you take?" Or you might ask tile candidate, "What ar- eas of yourself have you developed most in the past year.'?" A candidate isn't, likely to see how revealing these questions are of his or her limitations. ~f~... you should listen about 80 percent of the time. gg] Here are three other pointers from Ken- nedy; First, he says, take notes. Twentyffour hours later, a candidate's strengths and weak. nesses will already have begun to fade from your mind unless you have kept notes. Second, says Kennedy, you should listen about 80 percent of the time. "Don't let the applicant interview you; you will not learn more about the candidate if you do most of the talking." Third, don't tell the candidate too much about the job until the end of the interview. If you provide the applicant with a full descrip- tion at the start, which may seem like the log- ical thing to do, "you give away a lot of clues and signals about what is important to you," says Kennedy. "The interviewee has an opportunity to simply play back to you the qualities and skills listed on the .job descrip- tion you developed." By following all these guidelines, says Ken- nedy, you as a manager will learn more about .job applicants' potential. And consequently, you will have a much greater sense of confi- dence in your selection of the candidate to be hired. Getting behind the r~sam~ can make the interviews count for much more. PM Rcprintcd ~vith permission from Management Solurion$, February 1988, American Management Association, Saranac Lake, New York. 't Be the Only Person, Without One! Subscribe to public Management Today! Public Management magazine brings you the latest in local government news every month. Feature articles deal with issues that are significant to people in the local government management field. Your colleagues share their experiences and knowledge in such sections as FYI, Ethics, Viewpoint, Inter,national Focus, and many others -- and,all for $28.00 per yearJ ( IC A To begin your subscription, mall the coupon to ICMA 1120 G Street, N.W. Washington, D.C. 20005 Or call us at 202/626-4600 [] YES! Begin my subscription to Public. Manag~montmagazlne {16942) immediately, I understand tha~ one year will c~$i $28.00 l'or U,S. and Canadian subscriptions. $46,00 for overseas subscriptions, ~ Name/Tide . ~ Street Address City/Slale/Zip ~ Signalure Dale II ~ [] Bill me, [] My check is enclosed, payable Io ICMA. ~ ID Send me ICMA membership information, 6 PM April 1989 DIMINISHING FEDERAL AID AND SHRI~NKING TAX BASES HAVE SEVERELY CUT CITY AND COUNTY REVENUES. AT THE SAME TIME; CRIME, VIOLANCE, ENVIRONMENTAL CONCERNS, HOMELESSNESS, CHANGING DEMORGRAPHICS, AND YOUTH ISSUES HAVE CREATED NEW TIME AND RESOURCE DEMANDS. TODAY, PUBLIC CONFIDENCE IN GOVERNMENT IS AT AN ALL TIME LOW. THIS, COUPLED WITH THE UNDERSTANDING THAT'CITIZENS ARE CUSTOMERS, HAVE BROUGHT MAJOR SHIFTS IN THE WAY THAT ELECTED AND APPOINTED OFFICIALS CONDUCT THEIR BUSINESS. THE CHANGES UNDERSCORE THE IMPORTANCE OF THE COUNCIL-MANAGER RELATIONS AND THE NEED FOR OPEN COMMUNICATIONS BETWEEN THE TWO FUNCTIONS, THE PUBLIC-SPIRITED STATESMAN-POLITICIAN IS NO LONGER VISABLE IN LOCAL GOVERNMENT. Councilmembers are saying that it isn't fun anymore; --- that they can't get to know each other; can't work out how to get togeather; and they can't even talk on the telephone to each other without violating the law. Managers are saying that being a manager is not fun anymore with trying to do more with less; meeting new federal regulations; seeking to handle diviersity; confronted with bottom of the barrel finances; and an entirely new political environment. Councils want more power; councils want to micromanage; that council persons are single-issue oriented, and that council members do not work at getting along with each other. TODAY, MANAGERS ARE CONTINUOUSLY TRYING TO GET PEOPLE TO WORK TOGEATHER AND WITH EACH OTHER INTO A USEFUL AND SENSIBLE EFFORT. ARTICULATING WHY COUNCiL-MANAGER GOVERNMENT MAKES A DIFFERENCE FROM THE START, THE COUNCIL-MA/~AGER FORM OF GOVERNMENT EMPHASIZED COMPETENCE AND A SYSTEM OF VALUES AS COMPONENTS AS KEY TO THE SUCCESS IN THIS REFORM STRUCTURE OF GOVERNMENT, THIS CONCENTRATED POWER IN THE ELECTED COUNCIL AS A WHOLE AND DESIGNATES AUTHORITy TO AN APPOINTED MANAGER. THE KEY TO THE CONTINUING CONTRIBUTION OF THE COUNCIL-MANAGER FORM iS THE DEPENDENCE UPON THE PARTNERSHIP AMONG THE COUNCIL, THE MANAGER,AND THE COMMUNITY -- NOT THE MANAGER ALONE. IN SEPTEMBER, 1994, THE ASSOCIATION ADOPTED A REOLUTION WHICH LISTS THE CORE VALUES AND ELEMENTS TO THE SUCCESS OF PROFESSIONAL, LOCAL, COUNCIL-MANAGER GOVERNMENT. ELEMENTS OF SUCCESSFUL. COUNCIL-MANAGER GOVERNMENT 1. Local elected officials are committed to being proactive in meeting community needs and to the delivery of high quality service. 2. Local elected officials are committed to providing the best possible professional local government management to the community. 3.- The locally elected governing body appoints the manager on the basis of education, training, experience and competence. The manager is both responsible to and accountable to that governing body. The manager is dedicated to representative democracy and to the hiqhest ideals of honesty, integrity, and excellence in the managemen~ and delivery of public servcies. The governing body provides the manager with the discretion and authority required to effectively mana e the government of the community. -- g 4. The manager recognizes and accepts the obligation to work fairly with all members of the governing body. The manager disseminates information equally to all members of the governing body. 5. Ail members of the governing body and the manager are committed to promoting cohesion within the governing body, open communication between the governing body and the manager, and a delivery of services consistent with communities priorities. 6. The mayor or chairperson, as the chief elected official, is the leader of the governing body and the spokesperson for the government and must contribute to its effective functioning by promoting cohesion within the governing body, open communiction between the governing body and the manager, and effective goal setting and policy making. 7. Both the elected officials and the staff are committed to effective community involvment and to the empowerment of citizens and citizen groups. 8. The manager is responsible for understanding the governing body perspectives, both individually and collectively, and for comalunicating those to the staff. The manager is also responsible for communicating staff perspectivess to the governing body 9. The manager supports effective policymaking and oversight by the governing body by providin§.,information, formulating policy proposals, advising and informing the governin§ body in policy matters, promoting team building within the governing body and administrative organization, and assuring that the administrative organization's delivery of services is consistent with the policy direction of the governing body. 10. The manager faithfully implements policies adopted by the governing body and ensures continuity in the administration of policies and delivery of services. 11. The manager directs the administrative organization of the government and is responsible for making si§nificant assignments to staff. The manager exercises primary authority over the appointment supervision, and termination of staff. 12. The manager is primarily responsible for the preparation of the local government budget for consideration by the governing body. The manager is primarily responsible for the fiscal affairs of the government. 13. The governing body seeks to improve the manager's effectiveness through periodic appraisal of his or her performance based on mutually agreed upon goals and objectives. 10. MANAGERS MUST BE HIGHLY SENSATIVE TO POLITICAL ISSUES. A PARTNERSHIP BETWEEN THE MAYOR AND THE MANAGER WILL BE VIEWED AS ESSENTIAL TO MANAGING BOTH THE POLITICAL AND ADMINISTRATIVE AGENDAS AND TO INVOLVE THE CITIZENS IN DECISION MAKING. MANAGERS WILL SPEND LESS TiME IN THE OFFICE AND MORE TIME IN THE COMMUNITY WITH THE ELECTED OFFICIALS. MANAGERS WILL SHOW A PASSION FOR GOVERNMENT AND WILL SPEND MORE TIME IN THE SCHOOLS EDUCATING STUDENTS ABOUT LOCAL GOVERNMENT. THESE STEPS WILL FOSTER POSITIVE CITIZEN ATTITUDES TOWARDS THE COUNCIL-MANAGER FORM OF GOVERNMENT. THERE IS A NEED FOR MAYORS WITH VISIONARY POLITICAL LEADERSHIP AND THiS NEED WiLL GROW. CITIZENS WHO PERCEIVE THAT THE COUNCIL IS FUNCTIONING EFFECTIVELY WILL BE LESS LIKELY TO CHALLENGE THE COUNCIL-MANAGER FORM OF GOVERNMENT. COUNCILMEMBERS' RESPONSIBILITIES COUNCILMEMBERS IN A COUNCIL-MANAGER COMMUNITY SHOULD FIND IT HELPFUL TO FOLLOW SIX POINTS .... C.L.I.E.N.T. "C" IS FOR COOPERATION. NO MEMBER CAN WORK ALONE. HERMITS WORK ALONE; COUNCILMEMBERS CANNOT. REFUSAL TO COOPERATE IS THE DEATH KNELL TO DEMOCRATIC GOVERNMENT, CONSENSUS, AND COMMUNITY. "L" IS FOR LEADERSHIP. COUNCILMEMBERS INSPIRE THEIR COMMUNITY. THEY DO NOT MANAGER BECAUSE MANAGEMENT IS FOR THINGS AND LEADERSHIP IS FOR PEOPLE. LEADERSHIP MEANS VISION, GOALS, AND OBJECTIVES. LEADERSHIP MEANS THAT OTHERS ARE WILLING TO FOLLOW if THE LEADER KNOWS WHERE TO GO. IF COUNCILMEMBERS DO NOT LEAD, HOW CAN YOU EXPECT THE COMMUNITY TO FOLLOW? " 'fi" IS FOR INNOVATION. A COUNCIL MUST TRY NEW THINGS. IF A COUNCIL REFUSES TO CHANGE, A CITY CAN DIE. A POWERFUL BOOK, TITLED "REINVENTING GOVERNMENT", MAKES THE POINT THAT GOVERNMENT CANNOT CONTINUE AS BEFORE. CITIZENS EXPECT MORE, GOVERNMENTAL MANDATES DEMAND MORE, AND SOCIETY AND TECHNOLOGY CAN DELIVER MORE. "E" IS FOR EXAMPLE. COUNCILMEMBERS HAVE A DUTY TO THEIR CONSTITIUENTS AND TO THEIR COMMUNITY. THEY KNOW MORE THAN OTHERS; THEY HAVE THE FACTS OTHERS DO NOT HAVE. THEY HAVE THE DUTY TO TAKE RESPONSIBILTIY FOR THEIR ACTIONS THEY CANNOT EVER PASS ON THE OPPORTUNITY TO EXPLAIN WHAT THEY DO OR WHY THEYARE DOING IT. THEY SET AN EXAMPLE FOR THEIR CITY AND THEIR CITY IS JUDGED BY THAT EXAMPLE THEY SET. "N" IS FOR NURTURE. CITY EMPLOYEES, CITY MANAGERS, COMMUNITY BOARDS DEPENDS ON THE COUNCILMEMBERS. AS COUNCILMEMBERS, YOU MUST UNDERSTAND THEIR PROBLEMS; YOU NEED TO LISTEN; YOU NEED TO RESPECT PROCEDURES; AND THE CHAIN OF COMMAND. "T" IS FOR TRUST~ PROBABLY THE HARDEST PART OF THE PLAN. THE COUNCILMEMBERSMUST TRUST ONEANOTHER; THEY MUST TRUST THE CITIZENS; AND THEY MUST TRUST THEIR COLLEAGUES CIVIC PRIDE BEGINS WITH THE COUNCILMEMBERANDWHAT THAT MEMEER DOES. IT BEGINS WITH c.L.I.E.N.T. Information from a presentation by Dr. Jim Seroka, director of the Center of Local Government, University of North Florida, March, 1993. STATEMENT OF CORE VALUES OF COUNCIL-MANAGER GOVERNMENT COUNCIL-MANAGER GOVERNMENT COMBINES THE STRONG POLITICAL LEADERSHIP OF ELECTED OFFICIALS WITH THE STRONG MANAGERIAL LEADERSHIP OF AN APPOINTED PROFESSIONAL MANAGER TO EFFECTIVELY PROVIDE LOCAL GOVERNMENT SERVICES TO ALL SEGMENTS OF THE COMMUNITY AND TO MEET THE LONG-RANGE ASPIRATIONS AND NEEDS OF THE COMMUNITY. THIS GOVERNMENTAL STRUCTURE HAS TWO KEY COMPONENTS: 1. IT VESTS ALL POWER IN AN ELECTED GOVERNING BODY TO PROMOTE REPRESENTATIVE DEMOCRACY. THIS POWER IS SHARED EQUALLY AMONG ITS MEMBERS, WHO GOVERN AS A GROUP. THIS ELECTED BODY APPOINTS A PROFESSIONAL MANAGER TO WHOM IS DELEGATED THE RESPONSIBILITY FOR THE DAY-TO-DAY MANAGEMENT OF SERVICE DELEIVERY TO THE COMMUNITY. THE MANAGER IS ACCOUNTABLE TO THE GOVERNING BODY AS A WHOLE AND SERVES AT ITS PLEASURE.