Saturday, January 28, 2023
8:30 AM
City of Salinas
200 Lincoln Ave., Salinas, CA 93901
www.cityofsalinas.org
El Gabilan Library
1400 N. Main Street, Salinas
City Council
Mayor Kimbley Craig
Councilmembers:
Carla Viviana González, District 1 - Tony Barrera, District 2 Steve McShane, District 3 - Orlando Osornio, District 4 Andrew Sandoval, District 5 - Anthony Rocha, District 6 Steven S. Carrigan, City Manager
Christopher A. Callihan, City Attorney
City Clerk’s Office: (831) 758-7381
Meeting Agenda - Final
Strategic Planning Workshop
January 28, 2023City Council Meeting Agenda - Final
PUBLIC NOTICE
This meeting is being conducted consistent with State of California Executive Order N-29-20 dated March 17, 2020, regarding the COVID-19 pandemic.
1. WELCOME AND CALL TO ORDER
Facilitators: Nancy Hetrick, Vice President and Magda González, Special Advisor, Baker Tilly
2. PUBLIC COMMENT PROCEDURES
Public comments are restricted to items on the special meeting agenda pursuant to California Government Code section § 54954.3(b). Public comments generally are limited to two minutes per speaker; the Mayor may further limit the time for public comments depending on the agenda schedule. Public Comment may also be submitted via email at [email protected] and will be entered into the record.
3. OPENING COMMENTS AND AGENDA REVIEW
4. CITY COUNCIL WORKSHOP
a. Council Team Building
b. City Manager's Update and Progress on Strategic Plan c. Priorities Discussion
d. City Governance
5. Wrap Up and Next Steps
ADJOURNMENT - 12:15 P.M.
_____________________________
Patricia M. Barajas, City Clerk
AGENDA MATERIAL / ADDENDUM
Any addendums will be posted within 72 hours of regular meetings or 24 hours of special meetings and in accordance with Californian Government Code Section 54954.2 and 54956. City Council agenda reports and other writings distributed to the legislative body may be viewed at the Salinas City Clerk’s Office, 200 Lincoln Avenue, Salinas, and are posted on the City’s website at www.cityofsalinas.org in accordance with California Government Code section 54597.5.
Disability-related modification or accommodation, including auxiliary aids or services, may be requested by any person with a disability who requires a modification or accommodation in order to participate in the meeting. Language interpretation may be
January 28, 2023City Council Meeting Agenda - Final
requested as soon as possible but by no later than 5 p.m. of the last business day prior to the meeting. Requests should be referred to the City Clerk’s Office at 200 Lincoln Avenue, Salinas, 758-7381, as soon as possible but by no later than 5 p.m. of the last business day prior to the meeting. Hearing impaired or TTY/TDD text telephone users may contact the city by dialing 711 for the California Relay Service (CRS) or by telephoning any other service providers’ CRS telephone number.
PUBLIC NOTIFICATION
This agenda was posted on Tuesday, January 24, 2023 at the City Clerk’s Office, in the Council Rotunda, and the City's website.
Examples of Council Norms
Demonstrate honesty and integrity in every action and statement Inspire public confidence in our city government
Work for the common good, not personal interest
Respect the proper roles of elected officials and City staff in ensuring open and effective government
Communicate through the City Manager
Prepare in advance of Council meetings and be familiar with issues on the agenda Fully participate in City Council meetings and other public forums while demonstrating respect, consideration, and courtesy to others Participate in scheduled activities to increase Council effectiveness Share information with other Councilmembers about committee meetings attended Work for win‐win ‐‐ strive for consensus and seek common ground Honor “discussion” before “decisions” – reserving making formal motions until initial discussions have taken place
Disagree agreeably and professionally
Share information and avoid surprises
Approach the business of governing in a professional manner – conducting business in a way that brings honor to the institution of government Work together as a body, modeling teamwork and civility for our community
BAKER TILLY • 1730 MADISON ROAD • CINCINNATI, OH 45206 • 513 861 5400 • FAX 513 861 3480 City of Salinas
City Council Workshop
Roles and Responsibilities Handout
Council – City Manager and Staff Partnership
City Council – City Manager Relationships
• Council
Sets policy and overall direction
Keeps in touch with community concerns
• City Manager
Implements Council policy
Handles day-to-day operations
Offers policy advice
Manages staff
• Important to find the line and stay within your area of responsibility • It can be complicated, but…
Best if the Council is not involved in staff and administrative matters; and Best for the City Manager to not dominate public discussions.
Everyone
has a
role
to play
Council sets
the goals
and policies
Day-to-day
work of the
City is done
by staff
Partnership
is critical
for success
of the City
Roles
Nurture a Strong Council-Manager Partnership
• Be attentive to the “care and feeding” of the partnership • Schedule time for teambuilding, feedback and relationship building
• Learn something new daily
• Understand/respect each position’s role
Councilmember’s Role
• Do what is in the best long-term interest of the community • Maintain citywide perspective, while being informed of interests and issues within each district
• Work through the City Manager
• Meet with the City Manager on a regular basis
Mayor’s Role
• Run Council meetings
• Serve as chief representative of the City
• Meet with the City Manager regularly to discuss and anticipate issues and plan city’s response
• Carry out all roles listed for Council members
City Manager’s Role
• Help staff achieve the Council’s goals
• Serve as chief executive officer of the municipal organization • Provide policy advice to the City Council
• Help make the Council productive and successful and help each member of Council succeed
• Guide and develop staff and create a productive organizational culture City Attorney’s Role
• Represent the whole organization, not individual Council members or members of the public
• Provide clear and accurate legal advice on a myriad of complex laws • Be fair and impartial
• Provide full disclosure
• Use candor and diplomacy
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.
1/27/2023
1 January 28, 2023
8:30 am to 12:30 pm
Nancy Hetrick, Managing Director
Magda González, Special Advisor
City of Salinas
City Council Workshop
Welcome from the Mayor
2 District 1: Carla Gonzalez
District 2: Tony Barrera
District 3: Steve McShane
District 4: Orlando Osornio
District 5: Andrew Sandoval
District 6: Anthony Rocha
Mayor Kimbley Craig
1 2
1/27/2023
2 Public Comment
3 Opening Comments from the City Manager
4 City Manager
Steve Carrigan
3 4
1/27/2023
3 5
Establish Council
priorities for next
year
Review effective
governance
practices
Workshop Objectives
Agenda
6 Ice Breaker
Review Progress on Strategic Plan
Priorities Discussion
Good Governance and Roles and Responsibilities
Wrap Up and Next Steps
5 6
1/27/2023
4 Listen to
understand
Identify areas
of consensus
Participate
Assume good
intent
Speak up if we
need course
correction
Stay
focused
Focus on
interests not
position
7 Ground Rules
Bike Rack
• Things to discuss at another
time will be tracked separately
• Time management tool
8 7
8 1/27/2023
5 Interview Themes
9 • Make opportunities for team
building/getting to know each other better
• Respect for fellow council members; desire
to work collaboratively
• Importance of communication
• Want to build greater trust in the
community; improve relationships and
communication
Ice Breaker
10 Icebreaker
Exercise
Create a poster
showcasing
someone you
admire
Identify the
qualities that you
admire about that
person
Share your poster
with the group!
9 10
1/27/2023
6 Strategic Plan Progress
11 Adopted Strategic Plan: Vision and Values
12 Salinas is a community that is recognized for its leadership by living its values. Salinas is family‐friendly, fiscally sound, respectful of all residents and committed to a quality of life that affords all residents housing, jobs and safety.
VISION
SHARED VALUES
Equity and
Inclusion
Fiscal
Responsibility Integrity Responsiveness Service
11 12
1/27/2023
7 Strategic Goals and Goal Statements
13 • Sustain and develop a diverse and thriving economy that benefits Salinas residents and businesses and that contributes to the community’s economic health.Economic Development • Pursue housing options for residents of all income levels, including the unsheltered, that is safe and secure.
Housing/
Affordable Housing
•I n v e s t in and maintain infrastructure that creates a vibrant City and generates community pride and improves climate resiliency.
Infrastructure and
Environmental Sustainability
• Continue to improve community safety by engaging residents and using a broad range of proactive approaches that emphasize community policing and prevention programs.Public Safety • Provide opportunities for healthy development and social connections through recreational facilities, programs and activities.Youth and Seniors
• Provide effective and culturally‐responsive government programs and services in a professional, customer‐oriented manner that ensures equitable solutions to community challenges.
Effective and Culturally
Responsive Government
14 City Manager Update
13 14
1/27/2023
8 Key Accomplishments
15 Economic Development
•C l e a n CA Mural Project & Alisal Beautification
Grants
•T r e e trimming –Alisal, Market, Sanborn, and
John
• Alisal District Identity Master Plan
Housing/Affordable Housing
•P r e‐approved ADU plans
• Affordable housing project at 855 E. Laurel Dr .
•C i t y‐funded shelters –SHARE & Chinatown
Navigation
Infrastructure & Environmental
Sustainability
•A M O R Salinas volunteer clean‐ups
• Community partnerships
•P a i n t e d recreation facilities
• Climate Action Plan and environmental
justice workshops
Public Safety
• Expanded neighborhood services team
•F i r s t annual March for Peace
• $3.4 million CA Violence Intervention and
Prevention grant
• $300,000 prevention and wellness grant
•F i r e Department Recruitment Task Force
• Chinatown Pest Elimination pilot project
Major Accomplishments (continued)
16 Youth & Seniors
•A v e r a g e of 500+ New Volunteers with the City
• Expanded Community Partnerships
• Council Authorized $8.1 Million for District 5 Recreation Center Effective & Culturally Responsive Government
• Diversity, Equity, and Inclusion
o $360,000 Investment of Grant and City Funds for Governing for Race Equity Training o Established Standards for City Outreach & Engagement
o DEI Training for Policymakers
• Accessibility
o SalinasConnect Replacement –R F Q Release in July 2023 o Website Update
o Improving Access to City Information
o Closing Service Gaps in Multilingual Access During Emergencies 15 16
1/27/2023
9 Update on Budget, Staffing, and
Important City efforts, now and in the future
17 • Maintaining significant Human Resources efforts on hiring for all departments
• Making the Measure G Sales Tax Permanent
• Constant connection with residents on Budget
• Dealing with deferred maintenance in all that the City does • Streets, sidewalks, buildings, IT , vehicles/apparatus, etc. • Completion of ARPA spending of $51,567,313 by end of
2026 (American Rescue Plan Act)
• The General Plan, including the vital Housing Element and the Economic Development Element
Questions for the City Manager
18 17
18 1/27/2023
10 19
Break
Priorities Discussion
20 19
20 1/27/2023
11 Priorities Discussion
21 Strategies
• What we will do
• How we achieve our goals
• What will we do to support our
identified Strategic Focus Areas?
Goal: Economic Development
• Implement the Alisal Vibrancy Plan
• Develop an Agriculture Technology plan, engaging community to manage impacts to housing, community, and jobs
• Partner with the school districts, community and local colleges, workforce development board, and other key partners to
ensure training for farm workers to compete for agriculture technology jobs
• Support and engage small, large, and entrepreneurial business • Support implementation of the Arts ordinance
• Create and maintain attractive gateways at City entry points • Promote Salinas as a desired destination for business • Develop mural program to combat graffiti (moved from
infrastructure)
22 ADOPTED STRATEGIES
• Implementation of Alisal Vibrancy Plan
• Economic Development Position
(versus Planning Position)
DISCUSS FOR FY 2023‐24
21 22
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12 Goal: Housing/Affordable Housing
• Pursue housing development opportunities that align
with the City’s adopted specific plans
• Preserve affordable housing
• Evaluate updates to the inclusionary housing ordinance • Partner with public and nonprofit agencies to offer
housing to the unsheltered
• Examine the Rent Stabilization Plan
• Implement the Accessory Dwelling Unit (ADU) plan
• Explore options for Tiny Homes communities
• Identify opportunities for workforce, low‐income, and farm worker housing
• Increase funding to programs to allow seniors to live independently
• Encourage transit‐oriented housing development
23 ADOPTED STRATEGIES
• Rent Stabilization Plan
• Conduct joint session with County on
status of homelessness in Salinas and
how we can work together to improve
DISCUSS FOR FY 2023‐24
Goal: Infrastructure and Environmental Sustainability
• Improve the condition of local streets
• Invest in a sidewalk repair program
• Beautify the city with regular AMOR Salinas clean‐ups that engage residents
• Improve city facilities, including lighting
• Improve the urban canopy
• Explore opportunities for electrification
• Adopt a Climate Action Plan
• Employ modern techniques to build climate resiliency
24 ADOPTED STRATEGIES
• ??
DISCUSS FOR FY 2023‐24
23 24
1/27/2023
13 Goal: Public Safety
• Emphasize community policing strategies and crime
prevention through regular interaction with residents
and business owners
• Engage neighborhoods
• Invest in prevention and intervention programs
• Enhance the abandoned vehicle abatement program
• Consider environmental design factors for improved
public safety
• Invest in recreational programs and public facilities • Evaluate staffing levels of public safety personnel
(police and fire)
• Hire locally for public safety positions (police and fire) • Maintain effective code enforcement practices
25 ADOPTED STRATEGIES
• Traffic safety
• Adequate staffing and support for
Police Department
• Consider establishing mobile crisis unit
• Building trust and relationships with
the community; more community
engagement
DISCUSS FOR FY 2023‐24
Goal: Youth and Seniors
• Ensure diverse opportunities for youth and senior
recreational and supportive programs
• Strengthen the relationships with local school districts and work to develop joint‐use facility agreements
• Expand the City’s volunteer program
• Improve and develop youth and senior facilities
• Establish a youth commission
• Evaluate possibility of building a community/multi‐use facility
26 ADOPTED STRATEGIES
• Building trust and relationships with
the community; more community
engagement
DISCUSS FOR FY 2023‐24
25 26
1/27/2023
14 Goal: Effective and Culturally Responsive Government • Begin the General Plan Update
• Establish an Equity Plan
• Address staffing capacity and succession planning concerns • Apply data‐driven management to decision‐making
• Evaluate technology gaps
• Hire locally for city positions
• Invest in training and development opportunities to build skills and capacity
• Establish Council norms
• Provide Diversity, Equity and Inclusion (DEI) training for policy‐ makers
• Support effective governance for City commissions
• Improve employee wellness, recruitment and retention
• Make government services more accessible and culturally responsive for non‐English speaking residents
• Offer more literature and the SalinasConnect App in Spanish 27 ADOPTED STRATEGIES
• Imaging/branding of Salinas
• Customer service/responsiveness
• DEI position
• Equity Index/Equity Audit
• Open houses with each district
• Council teamwork
• Filling vacancies more quickly
• Processing permits more quickly
• Building trust and relationships with the
community; more community
engagement
PRIORITIES MENTIONED FOR FY 2023‐24
Council Priority Setting
28 1. Review posters of strategic goals
Can anything come off?
What needs to change?
2. Dot voting exercise for priorities
Place your five dot stickers next to your top
priorities
27 28
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15 29
Break
30 Good Governance, Roles, and Responsibilities
29 30
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16 City Government is a Team Sport
It’s about collaboration,
persuasion and relationships
You can be a solid Council
member and a team player, too
31 Together
Work
We
Good Governance Is About…
Building relationships through:
Effective leadership by the Mayor and Council
Responsive management and leadership by the
City Manager
Meaningful communication that is honest, direct,
respectful, proactive
Understanding roles and fulfilling expectations
Fostering mutual respect and building trust
Ethics
31 32
1/27/2023
17 Attributes of High‐Performing Councils
• Commit to true partnerships among councilmembers, City Manager and Staff
• Exhibit clarity and respect for roles and responsibilities • Demonstrate civility and respect for all
• Conduct effective meetings
• Hold themselves and the City Manager accountable
• Practice continuous learning
*See Institute for Local Government article
34 Understanding Roles
33 34
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18 Look for Connections and Intersections
With Your
Priorities
With Your
Council
Colleagues
With the
City
Manager
• People vote and do business with
people that they like and trust
• Build relationships with your colleagues
to achieve success
• Be transparent and share your policy
interests with one another
• Work together to build a support
system (Brown Act caution!)
35 Teamwork –H o w to Get There
• Play nice, be fair, be patient, be kind
• No surprises
• Avoid squabbling and personal attacks
• Come prepared, read agenda materials
• Ask questions in advance
• City Manager shares information with all
Councilmembers
• Maintain decorum and be respectful
35 36
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19 No One Can Do It Alone
• Understand and appreciate each
others’ styles, strengths and expertise
• Respect each other and understand
your roles
• Be rock solid on laws and rules
regarding ethics
• Compromise –t a k e the long view
• Think strategically
• Put the community first in all matters
Teamwork
• Getting things done as a team makes
us all look good
• Accomplishments build relationships...
which leads to other successes
• And, the community wins!
37 38
1/27/2023
20 Discussion About
Council Norms
39 Norms are agreed
upon standards of
behavior and practices
Many City Councils
have a set of adopted
norms for governance
Typical Council Norms
For Effective Governance
40 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..
39 40
1/27/2023
21 41
Council Reflection
In what general areas can
Council improve to
heightened team
performance?
Where is the Council
operating at optimal
performance?
What specific actions will the
Council take to improve the
team’s performance?
Wrap Up and Next Steps
42 41
42 1/27/2023
22 Closing Comments
What’s one word you
would use to describe
the day’s discussions?
Any other key
takeaways or closing
comments?
43 Nancy Hetrick | [email protected]
Magda González| [email protected]
Thank you!
43 44