955 School Street
Napa, CA 94559
www.cityofnapa.org
CITY OF NAPA
MEETING MINUTES - Draft
CITY COUNCIL OF THE CITY OF NAPA
Mayor Scott Sedgley
Vice Mayor Mary Luros
Councilmember Liz Alessio
Councilmember Bernie Narvaez
Councilmember Beth Painter
9:00 AM Napa River Inn Hatt HallTuesday, October 25, 2022 SPECIAL MEETING - 9:00AM
A Special Meeting for the City Council of the City of Napa was called on Tuesday, October 25, 2022 at 9:00 a.m. to be held at Napa River Inn Hatt Hall, 500 Main Street, Napa, California, for the purpose identified on the Agenda. This Special Meeting was called in accordance with California Government Code Section 54956.
1. CALL TO ORDER: 9:03 A.M.
1.A. Roll Call:
Councilmember Alessio, Councilmember Narvaez, Councilmember Painter, Vice Mayor Luros, and Mayor Sedgley
Present: 5 -
2. AGENDA REVIEW AND SUPPLEMENTAL REPORTS:
City Clerk Carranza announced the following supplemental items:
- Agenda
- Handout - "Attributes of Exceptional Councils"
- Draft resolution Approving and Establishing a Citywide Governance Policy for Elected Officials
- City Council Norms from February 2022 Council Workshop for discussion - PowerPoint Presentation
(Copies of all supplemental documents are included in Attachment 1)
3. COUNCIL WORKSHOP:
3.A. 399-2022
Discussion of the City Council's Governance Practices
Mayor Sedgley called for public comment. There were no requests to speak.
The facilitators introduced themselves as Jan Perkins and Rick Haydon of Management Partners/Baker Tilly.
ATTACHMENT 2
October 25, 2022CITY COUNCIL OF THE CITY OF
NAPA
MEETING MINUTES - Draft
City Manager Potter provided opening remarks.
The facilitators reviewed the agenda and workshop ground rules. They then proceeded with an icebreaker exercise with Councilmembers and staff sharing a person who had influenced them in their life.
Facilitator Perkins provided a quick review of the handout "Attributes of Exceptional Councils," which was provided as an aid to set the foundation of local governance.
Reflections on Transition to Districts
The facilitators led a discussion regarding the transition to district-based elections in which Councilmembers discussed what was different, what concerned them, and what should be avoided.
Proposed Governance Resolution
Assistant City Manager Liz Habkirk shared a proposed resolution approving and establishing a citywide governance policy for elected officials. Discussion ensued and Councilmembers provided feedback.
Break 10:29 A.M. / Reconvened 10:41 P.M.
Check in on Norms
Facilitator Haydon reviewed the City Council Norms that were established during the February 2022 Council Workshop. He asked Council to review the handout provided to assess which norms they felt they were doing well on, and which they could to do better on. Each Councilmember completed a rating activity and the group discussed results, further reviewing numbers 6, 7, 2, 3 and 9.
Additional group discussion ensued on how the Mayor could help Council adhere to the Norms, and how Council could help Mayor in his role.
Following discussion, Councilmembers unanimously agreed to add the verbiage "and accept vote once taken" to Norm #5.
Wrap Up
To conclude the workshop, Councilmembers and staff shared comments about what was useful in spending the time together in the session.
4. COMMENTS BY COUNCIL OR CITY MANAGER: None.
ATTACHMENT 2
October 25, 2022CITY COUNCIL OF THE CITY OF
NAPA
MEETING MINUTES - Draft
5. ADJOURNMENT: 11:51 A.M.
Submitted by:
_______________________________
Tiffany Carranza, City Clerk
ATTACHMENT 2
ATTACHMENT 1
SUPPLEMENTAL REPORTS &
COMMUNICATIONS Office of the City Clerk
City Council of the City of Napa
Special Meeting
October 25, 2022
FOR THE CITY COUNCIL OF THE CITY OF NAPA
SUBMITTED DURING THE CITY COUNCIL MEETING
3. COUNCIL WORKSHOP:
3.A. Discussion of the City Council’s Governance Practices. • City Council Workshop Agenda, City Council Norms Questionnaire form, ATTACHMENT 1:
Citywide Governance Draft Resolution R2022-__, Institute for Local Government Attributes of Exceptional Councils, and PowerPoint presentation.
• PUBLIC COMMENT: 1) Written communication from Jim McNamara received on October 25, 2022.
ATTACHMENT 2
City of Napa
City Council Workshop
October 25, 2022
9:00 am – 12:30 pm
Hatt Hall, Historic Napa Mill – 500 Main Street
Workshop Objectives:
• Confirm or modify the norms for governing adopted in February 2022 • Determine whether to adopt a City Council Resolution on governance in light of the full transition to districts
• Strengthen teamwork
AGENDA
1. Welcome and Call the Meeting to Order
2. Public Comments
3. Comments from the City Manager
4. Review Today’s Agenda
5. Icebreaker
6. Introduction to the Day
7. Reflections on Transition to Districts
8. Check in On Our Norms
9. Wrap Up
Facilitators: Jan Perkins and Rick Haydon of Management Partners/Baker Tilly
ATTACHMENT 2
City of Napa
City Council Norms
From February 2022 Council Workshop
For Discussion October 25, 2022
Norm
We Are Doing
Well On This
One
We Could Do
Better On This
One
1. Maintain a citywide perspective, while being mindful of our districts.
2. Move from I to we, and from campaigning to governing.
3. Work together as a body, modeling teamwork and civility for our community.
4. Assume good intent.
5. Disagree agreeably and professionally.
6. Utilize long range plans to provide big picture context that is realistic and achievable, balancing long range plans with immediate needs.
7. Stay focused on the topic at hand. Ensure each member of Council has an opportunity to speak.
8. Demonstrate respect, consideration and courtesy to all.
9. Share information and avoid surprises.
10. Keep confidential things confidential.
11. Respect the Council/Manager form of government and the roles of each party.
12. Communicate concerns about staff to the City Manager; do not criticize staff in public.
ATTACHMENT 2
ATTACHMENT 1
R2022-___ Page 1 of 3 December 6, 2022
RESOLUTION R2022 __
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NAPA,
STATE OF CALIFORNIA, APPROVING AND ESTABLISHING A
CITYWIDE GOVERNANCE POLICY FOR ELECTED OFFICIALS
WHEREAS, on May 5, 2020 , the City Council adopted O2020-007 establishing district-based elections for four Councilmembers, with the Mayor continuing to be directly elected on a citywide basis , as codified at Napa Municipal Code Chapter 1.10 ; and, whereas prior to the adoption of this ordinance, each member of the Council (the Mayor and each of the four Councilmembers) was elected in at-large elections by the registered voters of the entire City;
WHEREAS, the City conducted its first district- based elections for Districts 2 and 4 for the November 2020 election; and the City will be conducting district-based elections for Districts 1 and 3 for the November 2022 election; thus, following the November 2022 election, all four Councilmembers will have been elected by voters of the district in which they reside; and
WHEREAS, in February 2022 at the City Council Workshop, each member of City Council (including the Mayor and four Councilmembers) affirmed their desire to govern on an at-large basis, considering the needs and interests of the entire community; and
WHEREAS, the City Council understands the value of at -large governance regardless of the method from which City Council members are elected; and
WHEREAS, governing at -large allows for the continuation of inclusive and accessible customer service, the most effective use of taxpayer resources, and consistency in City services; and
WHEREAS, each member of the City Council will continue to serve all of the people of Napa; and
NOW, THEREFORE, BE IT RESOLVED, by the City Council of the City of Napa , as follows:
1. The City Council will govern on an at-large basis, considering the needs and interests of the entire community.
2. It is the goal of the City Council to provide leadership to City staff, officials, and representatives so that the City will continue to provide inclusive and accessible customer service to the entire community and facilitate an excellent quality of life for all.
ATTACHMENT 2
ATTACHMENT 1
R2022-___ Page 2 of 3 December 6, 2022
3. Each member of the City Council will help all members of the community regardless of the district in which a resident resides or a proposed project is located, or from which a Councilmember is elected.
4. Professional management by the City Manager utilizing best management practices, with policy leadership and direction from the City Council, consistent with Napa City Charter Sections 85 and 86 and Napa Municipal Code Chapter 2.08, will continue.
5. Resources will continue to be allocated based on long -term strategic planning efforts, with citywide considerations of service levels and financial capacity.
6. Current practices regarding invitations to members of the City Council to events and activities, and appointments to committees and various bodies will remain in effect.
7. City Council fiscal management, best practices, and City systems will continue to reflect services provided to all residents citywide.
8. The City Council directs the City Clerk to include this resolution in materials prepared for new City Council Candidates and as a part of City Councilmember on - boarding materials.
I HEREBY CERTIFY that the foregoing Resolution was duly adopted by the City Council of the City of Napa at a public meeting of said City Council held on the 6th day of December 2022, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
ATTEST: ________________________
Tiffany Carranza
City Clerk
Approved as to form:
ATTACHMENT 2
ATTACHMENT 1
R2022-___ Page 3 of 3 December 6, 2022
Michael W. Barrett
City Attorney
ATTACHMENT 2
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
ATTACHMENT 2
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.
ATTACHMENT 2
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.
ATTACHMENT 2
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.
ATTACHMENT 2
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.
ATTACHMENT 2
City of Napa
City Council Check-In
Workshop
October 25, 2022
9 am – 12:30 pm
Hatt Hall
Historic Napa Mill
500 Main Street
ATTACHMENT 2
Welcome from
Mayor Sedgley
Councilmember Bernie Narvaez
Vice Mayor Mary Luros
Councilmember Beth PainterCouncilmember Liz Alessio
Mayor Scott Sedgley
2
ATTACHMENT 2
Public Comment
3
ATTACHMENT 2
Opening
Comments from
City Manager
Steve Potter
Periodic check-ins are good ways to help us as
a team stay on track of how we work
together – which is the focus of today
Our approach to working together – both
within the Council and with staff – determine
how successful we are on behalf of the
community
4
ATTACHMENT 2
5 Icebreaker
Discuss transition to election by-district
Review draft governance resolution and decide whether to adopt
Review application of norms and determine changes (if any) Wrap up
Agenda
ATTACHMENT 2
Today’s
Objectives
Determine whether to adopt a City Council
resolution on governance in light of the full
transition to districts
Confirm or modify the norms for governing
we adopted in February 2022
1 2
Strengthen teamwork
3 6
ATTACHMENT 2
7 Listen to understand each other’s
point of view
Seek consensus
Assume good intent
Stay focused
Workshop Ground Rules
ATTACHMENT 2
8 Things to discuss at
another time will
be tracked
separately
Time management
tool
Bike Rack
ATTACHMENT 2
Icebreaker
9
ATTACHMENT 2
10 What Makes a Council Work Well?
Institute for Local Government
Effective Councils
Unity of Purpose Clear Roles and
Responsibilities
Positive
Governance
Culture
Norms,
Protocols &
Policies
ATTACHMENT 2
Effective
Governing is a
Team Sport
11 You can be a solid
Council member and a
team player
Requires clear roles,
cooperation,
persuasion,
compromise and
commitment to
relationships
Together
Work
We
ATTACHMENT 2
Why is
Effective
Governance
Important
12 Council
teamwork
directly impacts
these
Strategic
Direction
Results
StaffingEconomic
Development
Regional
Influence
ATTACHMENT 2
Exceptional City Councils
1. Have a sense of team; a partnership with the
city manager to govern and manage the city
2. Have clear roles and responsibilities that are
understood and adhered
3. Honor the relationship with staff and each
other
4. Routinely conduct effective meetings
5. Hold themselves and the city accountable
6. Have members who practice continuous
improvement
13 Institute for Local Government
ATTACHMENT 2
14 Each district
affects the entire
community and
governing is a
citywide
responsibility
Norm: Maintain a citywide perspective while being
mindful of districts.
ATTACHMENT 2
Transition
to Districts
What is different?
What is better?
What concerns do you have?
What do we want to avoid?
ATTACHMENT 2
Proposed Governance Resolution
To Support Agreed-Upon Norm
16 • Council will govern on an at-large basis,
considering the needs and interests of the
entire community
• Will continue to provide inclusive and
accessible customer service
• Professional management within the
Council/manager form of government will
continue
• Resources allocated based on long-
term strategic planning efforts with
citywide considerations
• Current practices regarding events,
activities, appointments will continue
• Fiscal management, best practices and
City systems will continue to reflect
services provided to all residents
citywide
Highlights
ATTACHMENT 2
17 Consensus on
Governance
Resolution
ATTACHMENT 2
18 photo
Break
ATTACHMENT 2
19 Council Norms
• Norms are agreed upon standards
of behavior and practices
• The Napa City Councils agreed on
a set of norms for governance
during the February 2022
workshop
• Will be incorporated into the
Council’s existing protocols
handbook
ATTACHMENT 2
Effective Council-City Manager Teamwork
Makes for Good Policy and Solid Organizations
20 • Respect the professionalism of staff and assume
good intent
• Be sensitive to the need to pace the organization
• Allow City Manager to translate policy interests and
priorities to achieve action
• Refrain from directing staff - even informally
• Fix the problem not the blame – to help create a “no
blame” culture
• Do not criticize staff – if Councilmembers have
concerns, bring them to City Manager privately
• Carry out the role as chief executive – provide
leadership to City staff and ensure
accountability
• Be direct with Council
• Practice the “no surprise” rule
• Communicate equally with all members of
Council
• Provide clear analysis and recommendations to
Council
• City Manager will work to help Council see the
“big picture” including impacts of policy
positions
City Council City Manager
ATTACHMENT 2
Council Norms Agreed to in February 2022
For Effective Governance
21 1) Maintain a citywide perspective, while being
mindful of our districts.
2) Move from I to we, and from campaigning to
governing.
3) Work together as a body, modeling teamwork
and civility for our community.
4) Assume good intent.
5) Disagree agreeably and professionally.
6) Utilize long range plans to provide big picture
context that is realistic and achievable.
7) Stay focused on the topic at hand. Ensure
each member of Council has an
opportunity to speak.
8) Demonstrate respect, consideration and
courtesy to all.
9) Share information and avoid surprises.
10) Keep confidential things confidential.
11) Respect the Council/Manager form of
government and the roles of each party.
12) Communicate concerns about staff to the
City Manager; do not criticize staff in
public..
ATTACHMENT 2
22 Our Council
Norms
• Which ones are we doing well
in following?
• Which ones do we need to pay
greater attention to?
Discussion
ATTACHMENT 2
23 The Mayor’s
Role Related to
Norms
• How can the Mayor help the
Council in adhering to the
norms?
• How can the Council help the
Mayor in his leadership role as
relates to the norms?
ATTACHMENT 2
24 Council and City
Manager
Commitments
• Agreement to follow our agreed
upon norms and protocols
• Agreement to respect each other’s
roles
• Each person to contribute to the
“care and feeding” of the
partnership
• Respect the chain of command and
use established processes
ATTACHMENT 2
25 Wrap Up and
Next Steps
Provide
workshop
report from
today’s session
Hold Council
priority setting
workshop
January 31
ATTACHMENT 2
26 Closing
Comments
ATTACHMENT 2
Thank you!
Jan Perkins |Rick Haydon
Jan: [email protected]
Rick: [email protected]
ATTACHMENT 2
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Homeowners in SW Napa since 1977
What will Measure J do for us?
• Our square block consists of a few single family homes and the rest are very overcrowded duplexes and 4-plexes.
• Old vehicles, many of which are leaking fluids and are likely not smog-able are everywhere, on corners, at fire hydrants, and on lawns.
• The oil and other contaminants leaking onto our streets will enter our storm drains (and our river).
• An incredible amount of garbage is being generated here, and is our sewer system designed to handle the volume
being discharged to it?
• Are our climate activists concerned about these things? Is the city?
• In the past 2 weeks 2 vehicles have had windows smashed out on our block. Are these simply instances of "normal everyday theft" or could it be a resurgence of gang
activity?
• You are allowing very bad things to become acceptable behaviors in certain areas.
• Is there any update on the progress of the traffic circle cactus project? Any unforeseen cost increases yet?
ATTACHMENT 2