THE BIG LEADER PICTURE: YOUR ROLE AS A CITY 1/17/2017. Don Borut, former E.D. of NLC

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1 THE BIG PICTURE: YOUR ROLE AS A CITY LEADER When the burdens of the presidency seem unusually heavy, I always remind myself it could be worse. I could be a mayor. Lyndon B. Johnson Don Borut, former E.D. of NLC "Running for public office at the local level is an irrational and unnatural act. You permit yourself to be scrutinized more than an amoeba under a microscope, for below market pay, so that citizens can call you day and night. And for what? The right to make decisions that will tick off half the folks in town. 1

2 Don Borut, former E.D. of NLC So why do you do it? Basically to make a difference in your community and improve the quality of life for your citizens. Do you like making tough decisions that effect peoples lives? Probably no more than anyone else, but you do it. Do you have a strong ego? Of course, because that is essential to leadership and explaining your decisions. OUR CHALLENGE: How to do it right 2

3 Objectives Understand your role in leading and governing your city Differentiate between and balance individual short-term goals and long-term community priorities Consider factors that influence the ability to make consistent, reasoned decisions that support the community s strategic vision Learn how to build relationships to successfully lead and achieve personal and community goals Getting Comfortable in Office Immediate post election: Keys? Seats? Mail? ? How do I not look stupid at the meetings? Packets? Prep? How do I avoid the land-mines? How do I survive? How do I actually lead and govern? How do I leave a legacy? Getting Oriented Thorough orientation session a broad overview of the functions of the city, including finance, public works, public safety and other departments. The mayor or city manager will want to arrange time to sit down with your clerk and key department heads. Take this opportunity to learn all you can about your city, its history, its operation, its financing. Your orientation should also include a tour of the physical facilities of the city. A firsthand inspection is often the best way to acquaint you with the city s operations. Review key documents Here is a list of key documents you will want to review. 3

4 Getting Oriented Important Documents Current operating budget and capital budget Information on key programs and services Comprehensive annual financial report Organizational chart, staff roster and phone list The organization s primary planning documents Map showing city boundaries, buildings and facilities Mission statement and goals (if they exist) Council rules/meeting procedures Meeting minutes for last twelve months Work program and significant staff reports from last twelve months Personnel policies and other administrative policies Facts about your city: population, form of government, incorporation date, number of employees, total budget, total debt, etc. List of governmental agencies providing services or impacting your organization Calendar of important events Getting Oriented Don t be afraid to ask questions. Keep in mind that your city s adopted ordinances, typically codified as your municipal code, must be followed until the council takes action to amend them. And that s just the beginning the number of federal and state laws and regulations that also govern your actions can be mind-boggling! If you are unsure of your responsibilities or authority in certain areas, be sure to seek clarification from your city attorney. Keys to Success Understand the unique characteristics of the job Understand yourself and what you bring to the table Understand the roles that everyone plays Understand the work, what is expected of you, and what you expect of each other Understand the tools of good governance 4

5 Effective Boards Three characteristics common to the highly effective town board (community): 1. The willingness to address difficult issues - often those that deal with the "big-picture" problems in a city 2. The ability or capacity of the board as a team to deal with these issues 3. An effective relationship with professional staff (John Nalbandian, 1999) Effective Boards Obstacles that are often underestimated by boards and staff: 1. Difficult, big-picture issues that raise questions of competing values, which many people are inclined to avoid because of the potential conflict involved Competing Values 5

6 4 E s of Great Governance According to the National Academy for Public Administration: Economy: The biggest bang for the taxpayers buck Efficiency: Most public good in the fastest time and using available resources Effectiveness: are we achieving what we set out to do? Equity: Fair, just and equitable management of public institutions. Equality vs. Equity 4 E s Balancing Act Difficult to all 4 E s Short Term vs. Long-term Making Trade-offs when conflict arise (Values) Which is more important in your vision of the common good? 6

7 Framework For decision-making and civil conversations Ethics For considering how to support the public good For understanding the values at play For explaining decisions to constituents A Public Paradox Public officials who bicker are considered uncivil and counterproductive. When public officials get along well, they are accused of back scratching and suppressing debate. The Politics of Ugliness Governing, June, 1997 Effective Boards Obstacles that are often underestimated by boards and staff: 2. Governing bodies operate under a set of conditions that impede the hard work it takes to focus on the big picture; 7

8 Unique Characteristics of the Town Board Membership and Group Formation Terms of Office and Board Life-cycle Political-Administrative Relationship Authority and Power Relationships Operating Procedures and Problem Solving Environment Schwarz, Consulting to Board-Manager Groups, PAQ, Winter, 1991 Membership and Group Formation Elections Promises Terms of Office and Board Life Cycle 8

9 Authority and Power Relationships Political and Administrative Relationship Vs. Operating Procedures and Problem Solving Environment Minnesota Mayors Handbook Chapter 3: Meeting Management Resources: Minnesota Mayors Association Sample City Council Bylaws Appendix A Minnesota Mayors Association Sample Rules of Order Appendix B 9

10 Effective Boards Obstacles that are often underestimated by boards and staff: 3. Elected officials and professional staff bring fundamentally different perspectives to their work. If not understood, these perspectives can foster distrust. Different Perspectives Young woman or old woman? 10

11 Mismatched Perceptions? We tend to see what we expect to see. 11

12 Perception Drives Behavior Key Staff The Clerk The Administrator The City Attorney 12

13 What Elected Officials Need to Know about Staff Some key staff belong to national and state associations that hold members to professional and ethical standards. Explore challenging issues with staff and encourage their creativity Get to know and trust key staff. Treat each other respectfully. Avoid public criticism of each other; it only makes for martyrs. Show appreciation for good work. Keys to Success Understand the unique characteristics of the job Understand yourself and what you bring to the table Understand the roles that everyone plays Understand the work, what is expected of you, and what you expect of each other Understand the tools of good governance Keys to Success Know Thyself Personality (MBTI, DISC, Emergenetics, etc.) Decision-making style Communication style Conflict style.and appreciate how others are different 13

14 Keys to Success Understand the unique characteristics of the job Understand yourself and what you bring to the table Understand the roles that everyone plays Understand the work, what is expected of you, and what you expect of each other Understand the tools of good governance Roles.. Clarity of Roles, Goals and Expectations Research indicates that the primary cause of dysfunction in boards is a lack of clarity in roles, goals and expectations 14

15 Role of the individual councilmember Councilmembers' statutory duties are to be performed, almost without exception, by the council as a whole. Council/Board Job Description Act on Behalf - of constituencies Know Your Job directing the aim of the community, not high-level managing Set Targets outcomes and results Identify Risks economic, political, social Delegate the Work roles, relationships, expectations Assess Performance When? How? Practice Discipline governance vs. customer service Report Back Communicate with community The job of a councilmember The principal job of a city or town council is to make policy. A policy is a course of action for a community. Consider the merits of each idea and then approve, modify, or reject it. Analyze community needs, program alternatives, and available resources. 15

16 So, who actually runs the city? The council sets policy, but it is either the mayor in mayor-council cities, or the city manager in councilmanager cities, that actually sees that the policies are implemented. This means that it is not the role of the councilmember to supervise city employees on the job or become involved in the day-to-day administration of city affairs. This can be a source of conflict between the executive and legislative branches of city government. Role of the council The council has complete authority over all administrative affairs in the city. In Plan B cities, this authority is generally restricted to conducting investigations and establishing policies to be performed by the manager. The major areas of council authority and responsibility are: Setting and interpreting rules governing its own proceedings Exercising all the powers of cities that the law does not delegate to others Legislating for the city Directing the enforcement of city ordinances Appointing administrative personnel Transacting city business Managing the city s financial operations Appointing members of the boards Conducting the city s intergovernmental affairs Protecting the welfare of the city and its inhabitants Providing community leadership Other specific powers Importance of Role Clarity 16

17 What How 1/17/2017 Where to Draw the Line Determine purpose, scope of services, tax level, constitution issues Pass ordinances; approve new projects an programs; ratify budget Make implementing decisions (e.g., site selection); handle complaints; oversee administration Board s Sphere Mission Policy Administration Advise (what city can do may influence what it should do); analyze conditions and trends Make recommendations on all decisions; formulate budget; determine service distribution formula Establish practices and procedures and make decisions for implementing policy Suggest management changes to manager; review organization s performance in manager s appraisal Management Manager s Sphere Control the human, material & informational resources of organization to support policy and administrative functions Source: Jim Svara, Dichotomy and Duality: Reconceptualizing the Relationship between Policy and Administration in Board-Manager Cities, Public Administration Review, Vol. 45, No. 1, pp ) Complementary Roles (Compliments of Jim Svara) Robert Root-Bernstein: "Crystallization: Levo, Meso, and Dextro", 60 x 24 inches, paper construction, 2002 Local Governance System When goals are clearly defined and assigned (goals/organization), you can determine effectiveness. When resources are clearly set and staff/contract/volunteers properly assigned (fiscal/personnel), you can measure efficiency. When rules and processes are developed and feedback and report systems (procedures/information), you can establish control without over controlling, meddling or micromanaging. Goals Organization Fiscal Personnel Procedures Information Vision and Values Strategies and goals Community Board Bonds and tax levels Budgets and debt management Service levels Salary and benefits Elections and initiatives Ordinances and resolutions Newsletters, television and press State of the city Policy Level Master work plan Manager Budget and finance plan Hire and fire Policies and procedures Annual report Department work plan Team work plan Individual wok plan Department heads Operation managers Service employees Budget control Service delivery Individual services Training and development Supervision and discipline Personal responsibility Standards and benchmarks Operating procedures Job checklist Monthly, quarterly reports Progress reports Status report Administrative Level Effectiveness Efficiency Control From Local Government Policy-Making Process, MRSC of Washington, used with permission. 17

18 Keys to Success Understand the unique characteristics of the job Understand yourself and what you bring to the table Understand the roles that everyone plays Understand the work, what is expected of you, and what you expect of each other Understand the tools of good governance Expectations of Staff and Boards Questions for the Board: What do we expect of EACH OTHER? What do we expect of the MAYOR? What do WE expect of the Staff? What should the Board/Mayor/Staff expect of US? Expectations of Staff and Boards Questions for the Staff: What do WE expect of the Board? What should the Board expect of US? 18

19 Keys to Success Understand the unique characteristics of the job Understand yourself and what you bring to the table Understand the roles that everyone plays Understand the work, what is expected of you, and what you expect of each other Understand the tools of good governance Creat Collaborative Councils! Put these TOOLS in your Toolbox teaser!: Vision and Strategic Thinking Act as a Body Group Decision Making Techniques Be an Effective Member Effective Communication Trust Know Your Community Engage the Public appropriately and effectively Model Civility Practical advice from others Lead by example. Be honest, consistent, flexible. Don t play games. Use common sense. If your heart, mind and gut are in agreement, then go for it. Don t be stampeded into action by the strong demands of special interest groups. Your job is to find the long-term public interest of the entire community, and you may be hearing from a vocal minority. Be clear on what you stand for list ten things you believe in. 19

20 Practical advice from others Listen fairly... listen thoughtfully... and then do what s right Most of the easy decisions got made a long time ago. Many decisions that need to be made can be very painful but you can t solve those big problems without pain. Listen. Listen to everyone. Listen until your ears fall off. Soak it up. After six months in office, you will round out the picture of the complexities of city government and your role. Practical advice from others Don t be afraid to say, I don t know. Don t make promises you can t deliver! Most major decisions and actions require approval of the council. Gear your mind to process a tremendous amount of seemingly conflicting information. Don t enter office with an unmovable set agenda. Learn as much as you can before taking on a major program or effort. Don t be strangled by campaign promises that were made without sufficient information. Practical advice from others If you come on board as a big critic of the way things have been done, you may be surprised to find how hard the job really is. You ll soon gain a better appreciation for those who came before you. The job can be very complex try to stay focused on the big issues. Ask for help when you need it. Don t be afraid to use outside resources (your attorney, LMC. NLC, a neighboring city or county). 20

21 Practical advice from others Don t be intimidated by larger cities they have many of the same problems and may be willing to lend expertise or staff resources. Network with others in the same boat. Have monthly lunches with mayors from neighboring communities, for example. They can provide support, new ideas, and give you an opportunity to vent. Find an experienced mentor from another city. Ask for advice when you need help. You ll get empathy and a clearer vision from someone who has been there. Practical advice from others Ask opinions, and listen. Spend time with those individuals who have different opinions than yours (maybe even your opponent in the election). Listen, don t argue the points, then rethink your positions. Don t reinvent the wheel someone has probably done it elsewhere. Use information available from LMC. Attend workshops and conferences. Practical advice from others Pace yourself. Recognize that life and the city is dependent on a lot of things over which we have little control. Set some priorities, recognize the need to spend time with your family, and don t burn yourself out. Develop a thick skin. Remember that they don t hate you personally, they just don t like your ideas. 21

22 Practical advice from others Resist the urge to drastically change the organization before you know how it really works. Many of your city s policies have evolved over the years through trial and error. While some methods may appear to need an immediate overhaul, it pays to watch the operation for a while before trying new methods. Don t seek change simply to do things differently! Give yourself at least six months to learn the fundamentals of the task you have undertaken. Even if you come to the mayor s job with many years of service on the council, or the council with many years of experience on a board or commission, you will find there is still a lot to learn. It is wonderful.. Final Observation Thank you! Kathie Novak 1363 W. 111 th Place Northglenn, Co The.Kathie.Novak@gmail.com 22