January 9, 2025 Milpitas City Council Agenda Page 1
SPECIAL MEETING OF THE MILPITAS
CITY COUNCIL
AGENDA PACKET
TUESDAY, JULY 1, 2025
SONESTA SAN JOSE - MILPITAS, KRYSTALL B ROOM
777 BELLEW DR, MILPITAS, CA
10:00 AM (PUBL IC BUSINESS)
For assistance in the following languages, you may call:
Đối với Việt Nam, gọi 408-586-2400
Para sa Tagalog, tumawag sa 408-586-3051
Para español, llame 408-586-3072
The City Council meeting is held at Sonesta San Jose - Milpitas, Krystall Room B, 777 Bellow Dr., Milpitas, CA.
PUBLIC COMMENT INSTRUCTIONS
Oral public comments may only be provided live during the City Council meeting in person. All comments provided shall be limited to three minutes or less as determined by the Mayor. Members of the public may submit written comments by email to [email protected]
MILPITAS CITY COUNCIL CODE OF CONDUCT
• Be respectful and courteous (words, tone, and body language). • Model civility.
• Avoid surprises.
• Praise publicly and criticize privately.
• Focus on the issue, not the person.
• Refrain from using electronic devices while on the Council dais. • Disclose conflicts of interest and affiliations related to agenda items. • Separate governing from campaigning.
• The Council speaks with one voice after making policy on issues. • Respect the line between policy and administration.
• Council will hold one another accountable to comply with this Code of Conduct.
CALL MEETING TO ORDER by Mayor and ROLL CALL by City Clerk (10:00 AM)
PLEDGE OF ALLEGIANCE
PUBLIC FORUM
Members of the public are invited to address the City Council on the agenda items listed below only. Comments will be limited to three minutes or less at the Mayor’s discretion. When called to speak, you are encouraged to state your name for the record.
ANNOUNCEMENT OF CONFLICT OF INTEREST
READING OF THE CITY COUNCIL CODE OF CONDUCT
AGENDA ITEMS
1. City Council Strategy & Governance Planning Workshop January 9, 2025 Milpitas City Council Agenda Page 2
ADJOURNMENT (2:00 PM)
KNOW YOUR RIGHTS UNDER THE OPEN GOVERNMENT ORDINANCE
Government’s duty is to serve the public, reaching its decisions in full view of the public. Commissions and other City agencies exist to conduct the people’s business. This ordinance assures that deliberations are conducted before the people and City operations are open to the people’s review. For more information on your rights under the Open Government Ordinance or to report a violation, contact the City Attorney’s office at Milpitas City Hall, 455 E. Calaveras Blvd., Milpitas, CA 95035 e-mail: [email protected] / Phone: 408-586-3040
The O
pen Government Ordinance is codified in the Milpitas Municipal Code as Title I Chapter 310 and is available online at the City’s website www.milpitas.gov by selecting the Milpitas Municipal Code link.
Mater
ials related to an item on this agenda submitted to the City Council after initial distribution of the agenda packet are available for public inspection at the City Clerk’s office at Milpitas City Hall, 3rd floor 455 E. Calaveras Blvd., Milpitas and on City website. City Council agendas and related materials can be viewed online: www.milpitas.gov/government/council/agenda_minutes.asp (select meeting date) APPL
Y TO SERVE ON A CITY COMMISSION
Commission application forms are available online at www.milpitas.gov or at Milpitas City Hall.
Contact the City Clerk’s Office at 408-586-3001 for more information.
If you need assistance, per the Americans with Disabilities Act, for any City of Milpitas public meeting, please call the City Clerk at 408-586-3001 or send an e-mail to [email protected] prior to the meeting. You may request a larger font agenda.
City Council Strategy and Governance Planning Workshop
July 1, 2025
10:00am – 2:00pm
Sonesta San Jose - Milpitas, 777 Bellew Drive, Milpitas Krystall B Room
I. Welco
me
• Mayor Carmen Montano
• Interim City Manager Deanna Santana
II. Set the W
orkshop Context and Purposes
III. Best
Practices of City Council Governance
IV. Gove
rnance: Scenarios Based Exercises
V. Path Fo
r the Future
VI. Counc
il Code of Conduct
VII. Wra
p Up and Closing Comments
1 Leading public organizations and governing with colleagues on a council is a challenging art of community service. The Institute recognizes that many aspects of leadership and governance are not intuitive. This piece is intended to provide councilmembers and city managers insight into the attributes of exceptional councils as well as provide practical tips to help them become exceptional.
1. Exceptional councils develop a sense
of team – a partnership with the city
manager to govern and manage the city
The mayor, councilmembers and city manager see
themselves and work as a team as they undertake a
series of tasks to further their common purpose. The
individual team members work in a coordinated and
collaborative manner with a high degree of respect, trust and openness. The team values diversity in style and
perspective. The team thinks and acts strategically as it examines issues/situations and decides on a course of
action serving their city’s mission and goals.
KEY CHARACTERISTICS
Successfully transition from candidate
to a member of the council.
Become a champion of the city. Make
decisions based on the needs and
interests of the community at-large / the
greater good.
Develop, communicate and support
policy goals and council decisions.
Demonstrate a willingness to work
collaboratively (as a team) and have a
citywide perspective.
BEST PRACTICE TIPS
Build capacity to create a more effective team. The governance team (mayor, councilmembers and city manager) should get to know each other; how each person approaches issues, decision making style and so on. This can be accomplished at annual meetings or workshops through-out the year.
In the event that councilmembers disagree, clear ground rules (norms of behavior and practice) can help quell acrimony before it becomes a problem. It’s important to remember that trust is built around understanding and respect, not necessarily agreement.
Attributes of Exceptional Councils
Attributes of Exceptional Councils
2 2. Exceptional councils have clear
roles and responsibilities that are
understood and adhered.
Exceptional councils understand their role is to serve as policy maker - to represent the values, beliefs and priorities of their community while serving in the community’s best interest. They carry out a variety of responsibilities including:
developing and adopting a vision for the city; focusing and aligning plans, policies, agreements and budgets in furtherance of this vision; and holding themselves and
the city manager accountable for results.
Exceptional councils understand that the city manager
is responsible for the day-to-day operations of the city.
The city manager is responsible for undertaking and
accomplishing the policy objectives of the council.
Exceptional councils recognize the subject matter expertise of staff and utilize their knowledge and experience to
guide and inform decision making.
KEY CHARACTERISTICS
Understand the role of local
government and their responsibilities.
Know their role- to set vision and policy,
avoid micromanagement.
Councilmembers should strive to be
informed about the issues facing the
city and be prepared to ask questions of
staff and each other.
BEST PRACTICE TIPS
Create a shared understanding of the city manager’s role and the council’s expectations to optimize the working relationships. This shared understanding is informed by local charter and ordinance provisions that provide the overall framework for the relationship. The council should make time to have conversations during retreats and or study sessions to define and/or reveal and refine their role and responsibilities. Since role clarity between the city council and city management is critical to mutual success, having clear protocols helps avoid misunderstandings.
Attributes of Exceptional Councils
3 3. Exceptional councils honor the
relationship with staff and each other
Exceptional councils understand that a good working
relationship with staff is vital for the city to be run successfully. Exceptional councils treat each other and staff with dignity and respect. They act with civility and a high level of professional decorum. Councilmembers
build trust by not playing the “gotcha game” and strive to have a no secrets, no surprises approach as an operating norm. Finally, they respect the diversity of styles and perspectives among their colleagues and staff and are
open to new ideas.
KEY CHARACTERISTICS
Councilmembers have the ability to
respectfully disagree (to disagree
without being disagreeable).
They are able to leave it at the dais;
debates are about policy, not
personality.
Exceptional councilmembers reflect
positive decorum/model of leadership
by providing respectful tone with
colleagues.
Establish a set of behaviors ahead of
time, potentially documented in a code
of conduct, to help promote civility and
respect.
BEST PRACTICE TIPS
Set council priorities and strategic goals at an annual meeting; these goals and priorities are a tool to guide the city manager and staff on where to focus their efforts. This annual meeting provides time for the council to reflect on community priorities as well as offer an opportunity to discuss thei r decorum and their relationship among each other and the relationship between the city manager/staff and the council.
4. Exceptional councils routinely conduct
effective meetings
Open and public meetings are central to democratic
decision-making. Exceptional councils master the art
of effective meetings. They develop and adhere to meeting protocols and processes. They spend time planning and
organizing the agenda with the aim of having a more
focused meeting. They allocate the council’s time and
energy appropriately (focused on the council’s role and responsibilities) and meeting short- and long-term priorities.
They honor the public’s participation and engagement
and they generally start on time and are held during
reasonable hours.
Exceptional councils use public meetings not only for their intended purpose, information sharing and decision-making,
KEY CHARACTERISTICS
Councilmembers are respectful of each
other, the public and everyone’s time.
Councilmembers use engaging body
language as a way to demonstrate
respect.
Issues are not personalized, thoughtful
dialogue is the objective.
Agenda packets are read,
councilmembers come prepared and
have an open mind
Respect is demonstrated for varied
opinions.
Everyone strives to be civil and act with
decorum.
Attributes of Exceptional Councils
4 but they also use the meeting to demonstrate respect and civility for each other, staff and the public. Exceptional councilmembers prepare in advance of the meeting, remain focused on the city goals and objectives and mindful of their role and responsibilities.
BEST PRACTICE TIPS
Develop and adopt (with regular reviews and updates), guidelines for conducting meetings and making decisions. These governance protocols typically address meeting procedures (agenda preparation, how to put issues on the agenda, debate and voting procedures (parliamentary rules) and standards of decorum (civility)). As part of a regular self-assessment, councils should evaluate their meetings and their effectiveness and adjust behavior and practices for better results .
5. Exceptional councils hold themselves
and the city accountable
Exceptional councils operate openly, ethically and work to engage the community in a myriad of decisions impacting the prosperity and well-being of their community. Toward that end, exceptional councils consistently provide short- and long-term strategic direction and goals, as well as provide budget, program and policy oversight.
Exceptional councils hold themselves accountable for the conduct, behavior and effectiveness of the council. They establish clear priorities and goals and hold the city
manager accountable for results. And finally, they embrace accountability as a process and tool to calibrate ongoing efforts to address and meet policy and program objectives.
KEY CHARACTERISTICS
Councilmembers operate ethically and
with integrity.
Councils conduct team building / goal
setting exercise to track progress
towards mutually agreed upon goals
Councils taking responsibility for the
results (good and bad).
Councils celebrate success.
Councilmembers hold themselves
responsible for adhering to operating
protocols and codes of conduct.
BEST PRACTICE TIPS
Annually evaluate council and city manager performance toward achieving the city’s priorities and goals (consider having this be part of an annual goal setting meeting). Council should consider assessing its own behavior and effectiveness as part of its annual self-assessment.
Attributes of Exceptional Councils
5 6. Exceptional councils have members
who practice continuous personal
learning and development
Governance is not intuitive. In addition, the policy and economic environment impacting cities are ever changing.
Exceptional councils continually provide the opportunity to build their knowledge and skills, to enhance their
understanding of key issues, increase their awareness
of best practices and sharpen their leadership and
governance skills.
KEY CHARACTERISTICS
Stay informed on key issues
Gain key insights and knowledge on all
aspects of governing, from budgets to
plans and everything in between.
Learning to listen is sometimes more
important than learning to give a
speech.
BEST PRACTICE TIPS
Seek out national, state and local professional growth and educational opportunities. These opportunities can focus on the nuts and bolts of governing to helping you gain valuable information and/or insights on key policy issues facing your city. In addition, city run orientations for newly elected officials provide a good way to acclimate new members to the council’s norms and protocols as well as the budget and key policy issues.
made possible by you!
bridging the gap
The importance of roles, values and different
perspectives in creating effective governing bodies.
2 | Governing Together
1 community: Uses their office to convene conversations that matter and recognizes that a primary role is to build, maintain and preserve community.
2 BRAnD: Protects and enhances the value of the brand of their community at all times. 3 mAjoRity: Understands that their most important constituents are other members of the governing body— nothing gets done without a majority.
• Focuses their energy on doing things as a governing body. • Recognizes that compromise and negotiation are the tools of the political craft. • Seeks to bring their colleagues into the majority, even when another vote is not needed. 4 uniQuE PoWER: Understands that they (the governing body) have the power to do things that no one else in the community can do.
5 no RiGHt AnSWERS: Understands the inherent values conflict at play when making decisions AND respects that there are no absolutes—no “right” answers (even theirs). 6 DuAL RoLES: Is aware and respectful of the different roles they play and understand they serve as both a representative of constituencies and a trustee of the public good. 7 RESPEct: Understands that respect can be earned by:
• Speaking on issues only when they have new insights
that further debate and understanding;
• Asking genuine questions of others; and by
• Exercising their strengths in a way that others value. 8 PARtnERSHi P: Respects and values the partnership
between the governing body and their appointed staff.
9 AccEPtABLE AnD SuStAinABLE:
Understands that what can be done must be both
politically acceptable AND administratively sustainable. 10 outcomE-focuSED: Is adept at creating useful
policy goals and boundaries that allow professional
staff flexibility in achieving outcomes.
the ideal
governing body member
Julia D. Novak and Dr. John Nalbandian, 2017
thenovakconsultinggroup.com | 3
Strategic,
ViSion–
Big Picture
thinker
• Focus here is on decisions that can have significant impact on the city. Can be long term or short term.
• Often focus is on the future and what might make a significant difference. • Seeing possible connections and relationships .
• Thinks beyond present data and constraints.
truStee–
Steward
• While listening and respecting constituent views, the trustee feels responsible to the city as a whole and to future residents.
• The trustee will make uncomfortable decisions that may run counter to constituent wishes because the decision is in the greater good.
rePreSentatiVe–
conStituent
adVocate
• In this role, the council member acts as a “customer service representative.” • The council member is a conduit between citizens and city services. • Often, citizens see this council member as most responsive to their individual concerns. community
Builder–
Bringing P eoPle
together
• In the community builder role, the council member focuses on relationships and consensus building.
• The community builder fosters relationships and is able to work through differences. • Community is not just a casual word to the council member who gravitates to this role. deciSion
maker
• The decision maker sees his/her role much like a judge. • Information is presented, and the decision maker votes it up or down. • This is not an easy role, but often it is a fairly passive role in contrast to that of the community builder.
oVerSight • In this role, the council member retains a measure of distance from the staff. • The focus is on accountability of staff to the council. governance roles
Julia D. Novak and Dr. John Nalbandian, 2016
4 | Governing Together
Frequently, when we think of values, qualities like honesty, reliability, love and sincerity come to mind. These are values- -deep-seated beliefs that lead to judgments about right and wrong--but they have to do with individuals and how we
lead our lives individually.
Public service values influence public policy development, implementation, evaluation, and governance design, as
opposed to the lives of the individuals who make policy and program decisions. The primary public service values in our culture in response to public wants and needs are accountability, efficiency and effectiveness, social equity, diversity, and justice.
AccountABiLity/REPRESE ntAtion:
Government and public service providers answer
to the will of the people. In government, there is
a deep seated belief that the wishes of citizens
should be represented by elected officials in
governing bodies. In other types of public service providers, such as nonprofit organizations and public service enterprises, managers and decision-makers are held accountable to their trustees and governing bodies according to their public service mission. If a public policy or public program is going to have an impact on a group of citizens, that group should have the opportunity to be heard. Regardless of the accountability mechanisms, either through representative or trustee, public expressions of preferences are to be acknowledged. And, public involvement in the governing process is essential for legitimacy of governing processes.
• Homeowners say, “We have a petition signed by 20 residents on our block requesting a stop sign at 4th and Elm.”
• A group of citizens who supported you in your last
election remind you, “You pledged to hold the line
on taxes and now you are talking about raising taxes.
That’s not what we elected you for.”
• A group of citizens says, “The city ought to be paying more attention to the welfare of its children. We’ve
heard teenagers say they have no place to go at night.
For their well-being and that of the city as a whole, we should build a teen center.”
Effici Ency A nD EffEctiv EnESS/
PRofESSionAL iSm: Citizens expect public
service providers to be run prudently and for
programs and policies to achieve intended
outcomes, not only in the short run but also in the long run.
This is accomplished through cost-consciousness and rational, analytical decision-making and through an emphasis on
expertise and professionalism, planning and merit. As such, this value goes beyond financial sensitivities and emphasizes the need for policymakers and program managers in public service organizations to be responsive to diverse outcome expectations of the public and also be good stewards of public resources. • Staff says to the council, “At your request, we now
have available a comprehensive parks and recreation
master plan, and for your consideration we would like
to develop a five-year capital improvements budget to
implement it.”
• A budget shortfall leads the chief administrative
officer to consider layoffs. One of the alternatives
presented to council is to make any layoffs based on
job performance of the employees.
• The public works director is having a difficult time with the city’s director of neighborhood development
on a road project. The public works director argues
that according to the engineering consultant’s design,
the best route will take the road parallel to 11th street.
The director of neighborhood
development argues that the
preferred route will split an
existing neighborhood.
public service values
School of Public Affairs & Administration, University of Kansas, Dr. John Nalbandian, Professor Emeritus thenovakconsultinggroup.com | 5
SociAL EQuity A nD Div ERS ity:
Frequently, citizens are differentiated by
physical conditions, ethnical, economic,
work, age, gender, and social background, as
well as by political, social, and cultural preferences. Public service providers are expected to respect these differences and treat all citizens equally in policymaking and program implementation and strive to provide equal opportunities for all.
• A representative of the neighborhood association argues that the city wants to build an addition to its motor pool on the east side of town because that’s where the poor
people live. The representative says, “You wouldn’t think of putting it on the west side of town.”
• The affirmative action officer reminds the city manager that a layoff policy based on “last hired, first fired” will have a disproportionate effect on minorities who were hired as part of the affirmative action program.
• The city council, elected at-large, wants a report from the city manager on the distribution of funds for infrastructure repair.
There is some concern in town that more money is going to new development compared to the older parts of town.
juSticE/inDiviDuAL RiGHtS: Citizens are
granted property rights and civil rights
through ordinances, statutes and laws, and the
constitution. They also have the right to due
process that protects them from arbitrary decisions by majorities or by those who govern, and are to be treated equally before the legal system despite their individual background. Both elected and non-elected decision-makers are expected to respect these rights in the processes of policymaking, implementation, evaluation, and adjudication.
• A new road is being built and an environmental group argues that to preserve green space the city ought to
require a significantly greater setback than it presently does. The land owners along the route indicate their
displeasure saying, “If the people want my land for green space, they should buy it.”
• The fire fighters union objects to layoffs based on performance because it gives too much discretion to
supervisors who it contends will play favorites. Union
spokespersons argue that employment decisions should
be based on seniority.
• An angry group of parents confronts the city commission and says, “The city should put a crossing guard at 9th and Kentucky. Our children have a right to cross the street safely on their way to school.”
While we cherish each value, it is a common observation that one cannot optimize all four values simultaneously. Thus, policymaking and managerial decisions focus not only on outcomes and policy goals, but also upon ways of accommodating these four values in order to connect what is politically and socially acceptable with what is administratively feasible and sustainable. One’s political philosophy can be expressed as preferences for one value over another.
6 | Governing Together
Political acceptability administrative sustainability characteri SticS Politic S
cao and Senior
Staff in the gaP
electeds*
admini Stration
Activity Game/allocation of values Problem Solving
Players Representatives/trustees Experts-trustees
Conversation
“What do you hear?”
• Passion
• Dreams
• Stories
“What do you know?”
• Data
• Plans
• Reports
Pieces Intangible: Interests and
symbols
Tangible: Information; money,
people, equipment
Currency Power (stories), loyalty, trust Knowledge (deeds) Dynamic Constructive conflict,
compromise, change
Predictability, cooperation,
continuity
the political-
administration gap
School of Public Affairs & Administration, University of Kansas, Dr. John Nalbandian, Professor Emeritus
thenovakconsultinggroup.com | 7
goalS organization FiScal PerSonnel ProcedureS inFormation “what”
vision & values community bonds & tax
levels service levels elections &
initiatives
newsletters,
television & press
Policy leVel
strategies &
goals board budgets & debt
management salary & benefits ordinances &
resolutions “state of the city”
master work
plan manager budget & finance
plan hire & fire policy &
procedures annual report
“how”
department
work plan department heads budget control training &
development
standards &
benchmarks
monthly, quarterly
reports
adminiStration
leVelteam work plan operations managers service delivery supervision & discipline
operating
procedures progress reports
individual work
plan service employees individual
services
personal
responsibility job checklist status report
effectiveness efficiency control
council ’S SPhere
Determine “purpose,” scope of services, tax level,
constitution issues miSSion
Advise (what city “can” do may influence what it
“should” do); analyze conditions and trends
Pass ordinances; approve new projects and
programs; ratify budget
Policy
Make recommendations on all decisions; formulate
budget; determine service distribution formula
Make implementing decisions (e.g., site selection);
handle complaints; oversee administration
adminiStration
Establish practices and procedures and make
decisions for implementing policy
Suggest management changes to manager; review
organization’s performance in manager’s appraisal
management
Control the human, material and informational
resources of organization to support policy and
administrative functions
manager’ S SPhere
local governance system
Local Government Policy-Making Process, MRSC of Washington the political-
administration dichotomy
Jim Svara, Dichotomy & Duality: Reconceptualizing the Relationship between Policy & Administration in Board-Manager Cities, Public Administration Review, Vol. 45, No. 1, pp 221-232
513-221- 0500
26 E. Hollister Street, Cincinnati, OH 45219
thenovakconsultinggroup.com
oBStacleS to eFFectiVe goVernance
Although councils differ, three obstacles to council
effectiveness are fundamental. First, councils that are willing to deal with big issues will have to confront conflicting political values. These values include representation,
efficiency, social equity, and individual rights. Choices among values are not choices between right and wrong, and councils searching for “correct” answers to policy issues are bound to become frustrated.
Second, councilors must confront the difficult values work they are respon sible for in the absence of hierarchy—the mayor is not the boss. How many jobs have you had where no one was in charge?
The third obstacle is the difference in perspective between council and staff—differences that are often difficult to un- derstand because while council and staff use the same words, they speak a differ ent language.
The tools we identify below are in tended to enable a
willing council to deal with difficult issues by building council capacity. An important piece of that capacity is an effective partnership with staff.
Effective, Civil Governance...
toolS to Build good go
Vernance:
• Orientation
• Retreats & Goal Setting
• Regular 1-1 Meetings
• Appropriate Access to Department Heads
• Documented Business Practices
• The Council Must Manage Itself
In the end, the Governing Body must
manage its own behavior and seek
compliance from its own members
made possible by you!
Julia D. Novak and Dr. John Nalbandian, Preparing Councils for Their Work, ICMA Public Management Magazine, Vol. 91, No. 7
99 99
Overcoming Challenges
Improving Y our Working Relationships
With Your Elected Colleagues & the City
Manager
Santa Clara County Cities
Association
June 12, 2025
2 Two Critical Teams
• You and Your Elected Colleagues
• City Council & City Manager (Staff)
Critical Nature of Effective Team Working Relationships Without Strong/Effective Working Relationships:
• The Organization Will Not be Effective
• The Community Will Not Be Well Served
• You Will Not Be Able to Attract/Retain High
Quality Staff and Community Members
• It Will Not be an Enjoyable Experience
Key Indicator of Dysfunction: How Much
Time, Money & Focus are Devoted to
“Inside City Hall” Issues
Warning Sign
You & Your Colleagues:
“The Council Team”
Why Being a Council Member Isn’t Easy
• Challenging Issues
• Varied Opinions/Perspectives
• Group Decision Making
• Not a Group of Your Choosing
• Done in Public/Anyone Can Participate
Why Being a Council Member Isn’t Easy
• Media and Public Scrutiny (Social Media)
• Never Enough Resources
• Not Fully Appreciated for Your Time
Commitment
• Lack of Knowledge Regarding Your Role
• Less Patient/Understanding Public
The Sources of Council T eam Challenges
• Election Hangovers
• Different Experiences & Backgrounds
• Different Policy Perspectives/Positions
• Varied Communication Styles
• Varied Ways of Processing Information
• Personality Differences
• Differences in Handling Conflict
• Lack of Trust
Understanding & Accepting Differences
• Personality Differences
• Differences in Background & Experience
• Differences in Processing Information
Understanding/Working Through Different Communication Styles • The Very Verbal vs. the Not So Much
• Length of Discussions/Conversations
• Understand the Perceptions of Others
• Manage Frustration While Suggesting A Reasonable
Middle Ground
Not Transitioning From Campaigning to
Governance: Election Hangover
A Primary Areas of Conflict
You Weren’t Elected to Be Friends (And
You Don’t Need to be to Achieve
Effectiveness)
Not Your “Friends Group”
Invest the Necessary Time to Support
Effective Working Relationships:
• Individually
• As a Group
Invest in Relationships
• Accept That You Will “Take the Heat”
• Your Job is to Make Tough Decisions
That Everyone Won’t Agree With—
Embrace It!
Be Resilient
TRUST: Start From a Position of Trust:
• If Start to Lose It, Confront the
Issues Causing the Loss
• Be Open to the Other Party Having
Good Intent
• Listen Thoughtfully
Nothing Works Without Trust
Surprises: A Major Source for the
Loss of Trust
No Surprises
Keep Differences From Becoming
Personal
Don’t Make it Personal
Never Forfeit a Potential Ally
Assume Anyone Can Be an Ally
Productive vs. Counter
Productive Conflict
The Right Kind of “Conflict”
• “How Can I Make Someone Look Stupid
Tonight?”
• Don’t Act as if You Are Auditioning for
“Real Council Members of Silicon
Valley”
No Game Playing
Focus on Communication & Interpersonal
Skills (AND Emotional Maturity)
The Importance of “Soft Skills”
Recognize Your Super-Power is Your
Power of Pursuasion—Don’t
Squander It
Your Super-Power
Don’t Lose Future Votes Because You
Can’t Get Over Past Votes
Always Focus on the Next Vote
Recognize That Differences of
Opinion is OK—And Often Desirable
It’s OK to Disagree
You & Your Manager/Staff
Why Being a City Manager’s Job Isn’t Easy
• Multiple Bosses
• Bosses Selected via Public Elections
• Never Enough Resources
• Often Overwhelming Demands
• Difficulty Separating Professional and
Personal Lives
Why Being a City Manager’s Job Isn’t Easy
• Budget Challenges
• Attracting and Retaining Quality Staff
• Degraded Civic Discourse
The Sources of Council/Manager T eam Challenges
• Role Conflicts
• Community vs. Technical Perspectives
• Aligning Priorities (Goals) With Resources
• Responding to Mistakes
• Disputes Between Council Members/Split
Council
• Department/Department Head Feedback
• Respectful Treatment
• Sensitivity to Time Demands
• The Manager Having to Say “No”
• Lack of Trust
Taking Sides
Don’t Expect the Manager to Take Sides
Taking Responsibility
Take Responsibility for Your Conduct & the
Conduct of Your Colleagues
Appreciating Different Perspectives
Understand the Value of Having Both Technical
& Community Perspectives
The Manager and Staff are Not
the “Loyal Opposition”—They are
Part of Your Team
Not the “Loyal Opposition”
Evaluate Performance: CM AND
Council
Evaluating Performance
• Avoiding Role Conflict: Staying in
Your Lane (The “What” vs. the
“How”)
• Knowledge/Experience Does Not
Determine Role
Role Conflict
“End Running” the Manager
“Stump the Staff”
No Game Playing
Understand Why Your City
Manager May Need to Say “No”
The Need to Sometimes Say “No”
Establish and Respect
Reasonable Communication
Protocols With CM & Staff
Communication Protocols
Understand & Respect YOUR
Form of Government
Form of Government
Encourage/Facilitate Your
Manager Being Able to “Have a
Life”
Help Your Manager Stay Balanced
Provide Department/Department
Head Feedback the “Right Way”
Departments/Department Heads
Test of Leadership: How You
Respond to Mistakes
Mistakes
Be a Competitive Advantage for
Attracting and Retaining Top
Talent
Competing for Talent
When You Hear of Something
Concerning (Complaints)—Don’t
Jump to Conclusions
Withold Judgement
Recognize the Importance of
Establishing Priorities and Having
the Discipline to Stick With Them
(5% Discretionary Time)
REALLY Setting Priorities
Clearly & Regularly Communicate
Mutual Expectations
Mutual Expectations
What Kind of Legacy Do You
Want to Leave?
Legacy
Kevin Duggan
ICMA/Cal-Cities Senior Advisor
[email protected]
650-888-5850
• Larry Klein, Mayor, Sunnyvale
• Susan Landry, Former Mayor/Councilmember, Campbell
• Kimbra McCarthy, City Manager, Mountain View
• Peter Pirnejad, City Manager, Los Altos Hills
Panel