CITY OF SAN MATEO
City Council Special Meeting
May 30, 2024
9:00 AM
San Mateo Senior Center
2645 Alameda de las Pulgas
San Mateo,
CA 94403
COUNCIL MEMBERS
Lisa Diaz Nash, Mayor
Rob Newsom Jr., Deputy Mayor
Rich Hedges
Amourence Lee
Adam Loraine
AGENDA
THIS MEETING IS BEING HELD AS AN IN-PERSON WORKSHO P. PUBLIC ATTENDANCE IS AVAILABLE IN-PERSON ONL Y. PUBLIC COMMENTS MAY BE SUBMITTED IN PERSON OR IN WRITING. FOR SUBMITTING PUBLIC COMMENT SEE FURTHER DETAILS BELOW.
Council Member Rich Hedges will be participating from the following teleconference location:
904 Wharfside Road, San Mateo CA 94404.
CALL TO ORDER
Roll Call
PUBLIC COMMENT
This is the opportunity for the public comment on the Council’s Governance Workshop before the Council proceeds with its working session. Public comment will be limited to a total of 30 minutes.
STUDY SESSION
The public will have an opportunity to comment during the consideration of these items.
1. City Council Governance Workshop
Conduct a City Council Governance Workshop to review and update Chapter 6. "Council Member Conduct" of the City Council Rules and Procedures.
CEQA: This workshop is not a project subject to CEQA, because it is a government activity which does not involve any commitment to any specific project which may result in a potentially significant physical impact on the environment. (CEQA Guidelines Section 15378(b)(4).)
ADJOURNMENT
----------------------------------------------------------------------------------------------------------------------------- AGENDAS:
Agendas and material are posted on the City’s website and can be viewed at www.cityofsanmateo.org
. Any supplemental material
distributed to the Council after the posting of the agenda will be made part of the official record.
PUBLIC COMMENTS/REQUEST TO SPEAK
Prior to the Meeting
Send comments to:
[email protected]
until 4 p.m. on Wednesday, May 29, 2024.
ACCESSIBILITY:
In compliance with the Americans with Disabilities Act, those with disabilities requiring special accommodations to participate in this meeting may contact the City Clerk’s Office at (650) 522-7040 or [email protected]
. Notification 48 hours prior to the meeting will
enable the City to make reasonable arrangements to ensure accessibility to this meeting.
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445 S. Figueroa St. Suite 1925, Los Angeles, CA 90071
www.raftelis.com
City of San Mateo
City Council Governance Workshop
May 30, 2024
Senior Center
9 am to 1 pm
Workshop objectives:
•Shared understanding of each other’s points of view
•Consensus on Council values and code of conduct
•Consensus on a path forward
•Strengthened teamwork
AGENDA
•Welcome and call to order
•Public comments
•Comments from the City Manager
•Review guidelines for today’s discussions
•Icebreaker
•Review best practices in governance
•Establish a set of Council values and an agreed upon code of conduct •Council’s next steps
•Wrap up
Attachments
•“Attributes of Exceptional Councils,” Institute for Local Government •“Tips for Promoting Civility in Public Meetings,” Institute for Local Government
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RAFTELIS 2
Facilitators: Jan Perkins and Susan Healy Keene of Raftelis
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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
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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.
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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.
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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.
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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.
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LOCAL GOVERNMENT 101
1400 K Street, Suite 205 • Sacramento, CA 95814 • 916.658.8208 • www.ca-ilg.org
Tips for Promoting Civility in Public Meetings
www.ca-ilg.org/OrientationMaterials
December 2011
What is Civility?
In the context of democratic debate, civility is about
how people treat each other. Civility involves the
display of respect for those who have positions with
which one disagrees.
Even though disagreement plays a necessary role in
governance and politics, the issue is how one expresses that disagreement. The key is to focus on the strengths and weakness of proposed solutions to community
problems—not to engage in personal attacks against
those who favor different solutions.
1 An even more
powerful leadership strategy is to listen for the
concerns and values that underlie people’s diverse
perspectives to try to identify points of agreement and common ground.
Specific Strategies
• Embrace Diverse Points of View. Local
officials are grappling with difficult policy
challenges. Bringing as many perspectives on what might be the best solution to a given problem increases the likelihood that the solution will indeed be successful and enduring.
A goal is to create a culture of tolerance for differing points of view that credits everyone with having the best interests of the community in mind.
• Everyone Gets a Chance to Share Their Views. Voltaire said "I may not agree with what you say, but I will fight to the death for your right to say it." Everyone’s right to have their view heard is a central democratic value. Conversely, a strategy that relies on drowning other perspectives out usually results in a turning up of the volume and corresponding decreases in civility in discussions.
Related Resources
This tip sheet is a distillation and
update of the Institute for Local
Government’s 2003 whitepaper called
Promoting Civility at Public Meetings:
Concepts and Practice, available at
www.ca-ilg.org/civility
.
Additional resources from the Institute
include
• Dealing with Emotions at
Public Hearings, available at
www.ca-
ilg.org/respondingtoconflict
and
• A Leader’s Role When Tragedy
Strikes, available at
www.ca-
ilg.org/tragedy
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• With Rights Come Responsibilities. For there to be time for everyone to weigh in on an issue, there may need to be reasonable time limits on how long individuals speak. The goal is to create a culture in which as many people as possible (including decision- makers) are respectful of other people’s time in attending and participating in the meeting.
• Avoid Debates and Interruptions. Interruptions should be discouraged so that individuals have the opportunity to
complete their thoughts. A good practice
for everyone participating in the
conversation is to make a note of a question
or different point of view that occurs to you
when someone is speaking and then
address that issue when it is one’s turn to
speak. This is an especially important
approach for decision-makers to model.
• Reduce Uncertainty. Assuring people
they will be allowed to share their views
and how can reduce concerns that they will
not be allowed to be heard. Explaining the
process to be used to allow all views to be
heard at the outset of a meeting or
discussion item can reduce tension levels.
• The Importance of Listening. Listening
is an important sign of respect, as is giving
others the opportunity to listen. Decision-
makers’ active interest in what people are
saying is vital. Repeating back core points
that a speaker makes reassures the speaker
that their message has indeed been heard—
even if one does not necessarily agree with
it. The mood turns ugly if the public thinks
the matter has already been decided,
decision-makers don’t care about public
input, or decision-makers are being impolite or disrespectful of the public they serve.
Everyone attending a meeting should respect other attendees’ right to both listen and be heard. One person should talk at a time, any private conversations should be taken outside or deferred, and smart phones should be turned off (texting and emailing should not occur during the meeting).
• Be Compassionate About the Fear Factor/ Heckling and Applause Not Allowed.
Polls suggest many people fear public speaking.
2 This fear can come from concerns about
Agenda Guidance
Some local agencies include language to
the following effect on their agendas:
Free expression of all points of view is
an important democratic value in this
community.
To allow all persons to speak who may
wish to do so, each speaker is allowed
a maximum of __ minutes. An
effective approach is to lead with your
key point or concern and then explain
the reasons underlying it.
If others have already expressed your
views, you may simply indicate that
you agree with the previous speaker.
If appropriate, a spokesperson may
present the views of a group.
To encourage and respect expression
of all views, meeting rules prohibit
clapping, booing or shouts of approval
or disagreement from the audience.
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being judged negatively or having ideas that people will ridicule or reject. Allowing cheering and booing or other forms of heckling discourages people from sharing their views (even silence or no applause can be perceived as rejection). It also runs the risk that those that do speak will focus more on getting applause than moving the conversation towards addressing difficult
issues. (Eye-rolling and grimacing can be
non-verbal forms of heckling and also have
no place in communities that value mutual
respect.)
• Separate People from The Problem.
Personal attacks or questioning people’s
motives or character rarely moves the
conversation forward to a solution of a
problem. In the book about effective
negotiating called Getting to Yes,
3 the
authors encourage negotiators to attack the
problem, not the people involved in the
problem. Anything that approaches name-
calling should be off limits.
• Consider Using Titles. Referring to each
other by title and last name (Supervisor
Hassan, Council Member Lee, Board
Member Aviña) can serve as a way of
showing respect that an individual has been
elected and is participating in the
conversation in that capacity. Using
similar forms of respect for members of the
public (Mr., Ms, Sir, Madam) when
speaking can also reinforce the notion that
everyone is engaged in a special kind of
discussion. Community norms vary,
however, and in some communities this
may be perceived as an affectation.
• Take a Break. If conversations get heated,
consider taking a break. As one veteran
observer of public meetings noted “time
can be an anti-inflammatory agent” that can
give people a chance to calm down and
restore order.
4 A Note on Civility and Staff
Staff plays a critical role in providing
service to the agency and the public the
agency serves. An agency’s ability to
attract and retain capable and motivated
staff is an important determinant of how
satisfied the public is likely to be with
the agency’s performance and that of its
elected officials.
An old management saw counsels those
with oversight responsibilities to praise
in public and criticize in private. That
advice is sound for those in public
service.
If an elected official has concerns about
a staff member’s performance or
actions, a good practice is to make the
top administrative official of the agency
aware of those concerns.
Similarly, if a member of the public
raises concerns about the performance
of a public agency employee, refer it to
management with a request for follow
up.
If the communication is more in the
nature of a personal attack, try to
identify the underlying concern and
respond to that. Encouraging the person
to focus on the issue and avoid personal
attacks. Separating people from the
problem can be just as valuable a
strategy when it comes to staff.
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Parliamentary Procedure and Civility
Rules of parliamentary procedure are another tool to encourage civility and decorum at meetings.
The most famous source of parliamentary procedure is Robert’s Rules of Order. A good starting point is www.robertsrules.com/ (the “survival tips” page is especially helpful).
A former mayor and county supervisor (and now judge) has created a simplified version for use at the local level. Called “Rosenberg’s Rules,” the text and an explanatory video are accessible from the Institute’s website at www.ca-ilg.org/rosenbergsrules.
The following is an excerpt from Rosenberg’s Rules on about courtesy and decorum:
The rules of order are meant to create an atmosphere where the members of the body and the members of the public can attend to business efficiently, fairly and with full participation. At the same time, it is up to the Chair and the members of the body to maintain common courtesy and decorum. Unless the setting is very informal, it is always best for only one person at a time to have the floor, and it is always best for every speaker to be first recognized by the Chair before proceeding to speak.
The Chair should always ensure that debate and discussion of an agenda item focuses on the item and the policy in question, not the personalities of the members of the body.
Debate on policy is healthy, debate on personalities is not. The Chair has the right to cut off discussion that is too personal, is too loud, or is too crude.
Debate and discussion should be focused, but free and open. In the interest of time, the Chair may, however, limit the time allotted to speakers, including members of the body.
Can a member of the body interrupt the speaker? The general rule is “no.” There are, however, exceptions. . . .
Note that the chair may have greater latitude in enforcing decorum among decision-makers than between the public and decision-makers.
• Ejection a Last Resort. If a recess does not work to restore order and other techniques are not successful, calling in the sergeant of arms is a last resort. A good practice is to create a record that disruptor was given ample warnings and opportunity to leave or reform their behavior voluntarily. If selective removal of one or more disruptors does not restore order, state law does allow clearing the room with the media allowed to remain5 (as an even more last resort).
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• Walk the Talk. For civility to be a regular part of community discourse, community leaders must set the standard. Scholars are concerned—and the data seems to demonstrate—that public officials’ incivility to one another contributes to voter alienation and antipathy toward public officials and public agencies.6
A good approach is to treat people how you would like to be treated. This includes a) limiting one’s statements in discussions to those that move the conversation forward, b) keeping one’s remarks brief, to the point and non-repetitive of comments others have made (other than to note one’s agreement), c) avoiding personal attacks (in public and private) and d) otherwise adhering to the strategies described above.
Conclusion
How a community conducts its public meetings is a reflection of the community and its values.
As Dr. Martin Luther King’s observed:
In a neighborhood dispute there may be stunts, rough words, and even hot insults; but when a whole people speaks to its government, the dialogue and the action must be on a level reflecting the worth of that people and the responsibility of that government. 7 Dr. King’s admonition to his listeners to set their standards of discourse high--irrespective of how others behave--is consistent with the quote from Gandhi to his followers that “you must be the change you wish to see in the world.”
G:\INSTITUTE\Gov 101\Civility Tipsheet\Tips for Promoting Civility in Public Meetings.docx
About This Resource
This resource is a service of the Institute for Local Government (ILG) whose mission is to promote good government at the local level with practical, impartial, and easy-to-use resources for California communities. ILG is the nonprofit 501(c)(3) research and education affiliate of the League of California Cities and the California State Association of Counties. For more information and to access the Institute’s resources on Local Government 101, go to www.ca-ilg.org/localgovt101.
*The Institute welcomes feedback and suggestions on enhancing this resource:
• Email: [email protected] Subject: Tips for Promoting Civility in Public Meetings • Mail: 1400 K Street, Suite 205 ▪ Sacramento, CA ▪ 95814
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Sample Codes of Civility
Drafting Note: A threshold issue is whether an agency’s code will be positive or negative. In other words, will the code describe conduct that is prohibited or describe the kind of conduct it desires to be the norm. Describing the kind of conduct that is preferred has the advantage of being more instructive in setting the goal and encouraging people to meet that goal.
Commitment to Civil Behavior
To maintain a cohesive, productive working environment, the members of the San Diego County Water Authority Board of Directors commit to:
1. Support the Authority’s mission.
2. Bring Authority related concerns, issues, and conflicts to the Authority Board for discussion.
3. Offer alternative solution(s) when addressing a problem or issue.
4. Show respect to each other as appointed representatives of their member agencies.
5. Promote civility during Board meetings and tolerate nothing less.
6. Maintain the confidentiality of material discussed during closed Board meeting sessions.
Similarly, not to disclose the content or substance of confidential or privileged communications relating to Authority business.
7. Limit the length of comments during Board meetings to three minutes per Director per item and not repeat points that already have been stated by other Directors.
Pledge of Civility
1. The manner in which we govern ourselves is often as important as the positions we take.
2. The organization’s collective decisions will be better—and truer to our mission— when differing views have had the opportunity to be fully vetted and considered.
3. All those who appear before the organization’s board and committees have the right to be treated with respect, courtesy, and openness. We value all input.
Accordingly, we commit to conduct ourselves at all times with civility and courtesy, to both those with whom the Board interacts and to each other. We also pledge to endeavor to correct ourselves, should our conduct fall below this standard.8
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Resources and References
1 Burgess, Guy and Heidi, The Meaning of Civility , Conflict Research Consortium at www.colorado.edu/conflict/civility.htm.
2 http://www.gallup.com/poll/1891/Snakes-Top-List-Americans-Fears.aspx (fear of public speaking ranks second to fear of snakes).
3 Fisher, Roger and Ury, William L., Getting to Yes: Negotiating Agreement Without Giving In (1991). 4 See Vermont Institute for Government, Born to Chair: An Introduction to the Science and Art of Chairing a Board Meeting (1998), available at http://www.sec.state.vt.us/municipal/pubs/chair.pdf and http://crs.uvm.edu/citizens/chair.pdf., page 3.
5 See Cal. Gov’t Code § 54957.9, which provides:
In the event that any meeting is willfully interrupted by a group or groups of persons so as to render the orderly conduct of such meeting unfeasible and order cannot be restored by the removal of individuals who are willfully interrupting the meeting, the members of the legislative body conducting the meeting may order the meeting room cleared and continu e in session. Only matters appearing on the agenda may be considered in such a session. Representatives of the press or other news media, except those participating in the disturbance, shall be allowed to attend any session held pursuant to this section. Nothing in this section shall prohibit the legislative body from establishing a procedure for readmitting an individual or individuals not responsible for willfully disturbing the orderly conduct of the meeting.
6 Carter, Stephen L., Civility: Manners, Morals and the Etiquette of Democracy (1998) at 9. 7 From the March on Washington for Jobs, Peace and Freedom, 1963. 8 Adapted from the Pledge of Civility adopted by the California Public Employee Retirement System Board.
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City of San MateoCity Council Governance WorkshopMay 30, 2024Senior Center9 am to 1 pm
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Welcome and Roll Call
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Public Comment
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Comments from City Manager Alex Khojikian
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Councilmembers’ Hopes for Today§Agreement on Council values§Consensus on code of conduct for us§Statement of who we are and how we lead, striving to be the best§Assume the good intent of all of us§Respectful, constructive conversations§An ability for people to say difficult things to each other – but respectfully§Everyone listens§Agreement on follow up steps 5 49 of 86
Objectives for Today
•Shared understanding of each other’s points of view•Consensus on Council values and code of conduct•Consensus on a path forward•Strengthened teamwork6
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Agenda§Review guidelines for today’s discussions§Icebreaker§Review best practices in governance§Establish a set of Council values and an agreed upon code of conduct§Council’s next steps§Wrap up 7 51 of 86
Our Guidelines for TodayAssume that each person brings good intent about the CityBe self-reflective and open to change Work toward agreementShow respect to each other
Listen first to understand before respondingThink about the impact of your actions and words 8 52 of 86
Bike RackThings to discuss at another time will be tracked separatelyTime management tool9
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Facilitator Role
Keep us on trackEnsure all voices are heard – no one dominatesRaise questionsOffer best practice advice 10 54 of 86
If you do tomorrow what you did today, you will get tomorrow what you got today.Benjamin Franklin 11 55 of 86
Icebreaker
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Governing Together
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Best Governance Practices
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Effective Councils Have These Four Elements
Clear Roles and Responsibilities
Adopted Norms, Protocols, and Policies
Positive Governance Culture
Unity of Purpose
Institute for Local Government15
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Attributes of an Effective Council – from Council Interviews•Participatory with the public•Govern for the entire City•Consensus-oriented among the Council •Being united even when the vote is not unanimous•Being respectful to staff and each other in and out of Council meetings•Considering the whole organization, its capacity, being mindful of impacts on staff •Move from campaigning to governing•Once a decision is made, move on•Seek compromise to find agreement on what is possible•Do not decide until hearing from all•Build on each other’s good ideas•Vote on the merits of an issue•Be informed and educated about issues coming before Council•Accountable
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Key Attributes of An Effective CouncilInstitute for Local Government TrustDo what we say we will do – be trustworthy Assume radical good intentAuthentic dialoguePositive governance cultureMove from campaigning to governing RespectTreat others as you would wish them to treat youMaintain respectful relationships in and out of Council meetingsRespect roles and responsibilities.Follow norms, protocols, and policies CollaborationFind common groundEngage in mutual problem solvingBe prepared for meetingsView staff as partnersUnity of purposeHonor the team UnderstandingValue the differences that each person bringsBe mindful of how we speak to each otherKnow good government systems and services Conduct efficient and effective meetingsHold ourselves accountable
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1.Have a sense of team, a partnership with each other and the city manager to govern and manage the city2.Have clear roles and responsibilities that are understood and adhered to3.Honor the relationship with staff and each other4.Routinely conduct effective meetings5.Hold themselves and the city accountable, for the conduct, behavior and effectiveness of the council, and for results of established priorities and goals6.Practice continuous personal learning and development Beyond Effective is ExceptionalExceptional Councils Do These Things See article in workbook18
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Reflections on the Institute for Local Government Article What resonates the most for you from this article?19
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Why is an effective City Council team important?
Recruitment and RetentionAchieving Results
Strategic DirectionEconomic DevelopmentRegional Influence Perceptions matter20
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The Differences Between Functional and Dysfunctional Governance•Respect for the roles within the Council – Manager form of government•After the vote, accept the outcome•Disagree, but respectfully•Engage the public in productive ways•Doing what you say you will do and do it transparently – being trustworthy•Considering all members of the public – not just those who speak•Making unpopular but necessary decisions •Trying to direct staff•Personal attacks on colleagues, staff, or the public•Dominating the discussion, lecturing colleagues•Despite majority vote, speaking against the people who voted for it, or continuing to bring the issue up•Stacking the audience•Using social media to attack colleagues or staff•Viewing colleagues or staff as enemies 21 65 of 86
22 Discussion
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23 To achieve what we hope to be known for, what are the values the San Mateo City Council will need to exhibit?
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Consensus on Values
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25 StretchBreak
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Council Norms and a Code of ConductEvery group has norms•Explicit – written›OR•Implicit – not writtenNorms are expected behaviors in a group Through behaviors, the group says what it believes inTerminology: A written code of conduct is an explicit set of expected norms (behaviors). Some cities use the term “norms” and others use “code of conduct”26
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ExampleBEHAVIOR: Surprise staff at the Council meeting with questions.Staff can take that as a “gotcha” and the public may think the Council does not trust staff or that the staff is incompetent – this fosters incivility and distrust INTENT: Ask questions to inform the public about information. Explicit norm of asking questions in advance allows staff the time to provide a meaningful answer, shows mutual respect, and gives confidence to the public that the staff is professionally doing its job 27 71 of 86
Discuss code of conduct
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San Mateo’s Key Governance Principles From Chapter 31.Serve the entire community§Consider the needs of the community as a whole§Serve and be responsive to all residents regardless of where they live within a district2.Continue to follow the Council/manager form of government and best management practices3.Use city resources efficiently and effectively§Allocate on the basis ofalong-term strategic plan with city-wide consideration of service levels and financial capacity§Budget allocations and financial considerations not made based on districts
4.Distribute Council duties, assignments and events fairly5.Provide equal access to information for all Council members§Communication resources will be provided on a city-wide and/or program level basis with equitable distribution across districts§Legal requirements prohibiting use of public resources for campaign purposes will be followed29
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Council Member Conduct Chapter 6 (version in draft manual)1. Members shall:A.Put constituents first at all timesB.Treat each other, staff, and members of the public with dignity, courtesy, and respectC.Maintain confidentiality of all closed session materials and discussionD.Be attentive to others, limiting interruptions and distractions E.Encourage diverse viewpoints in debate while being mindful not to prolong, discourse, or block consensusF.Agree to respectfully disagreeG.Keep comments clear, concise, and on-topicH.Start and end meetings on time, work from the agendaI.Present problems in a way that promotes discussion and resolution30
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Suggested Version for DiscussionCouncil Member Conduct Chapter 6 31 Incorporates concepts in draft rules, interviews with members of Council, and best practices
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Introductory section:
32 Council Members are committed to governing for all, and running our meetings with civility, decorum, and respect.With that spirit, San Mateo Council Members shall:
See next slide
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A.Govern as a body. If we work together well, our City will excel.B.Treat all with dignity, courtesy and respect. This includes staff, each other, or members of the public. C.Keep confidential matters confidential.D.Respect process and roles. This includes avoiding interruptions and distractions.E.Agree to disagree in a respectful manner. We focus on the issue not the person. F.Keep our comments clear, concise, and on-topic. This respects our colleagues’, the public’s, and staffs’ time.G.Give each other a chance to speak. Everyone gets to speak before another of us speaks for a second time. We refrain from dominating the discussion.H.The Mayor normally speaks last. After other members of the Council have offered their opinions, the Mayor speaks.I.Be mindful of the impact of our words and tone. We consider this as we address each other, staff and the public.J.Promote discussion and resolution. We present problems and issues in that way.K.Follow the agenda. We begin and end meetings on time.L.Respect decisions once made. We do not attempt to undermine decisions.M.Speak for the city only when specifically authorized.N.Practice a “no surprise” rule. We give a heads up to Council colleagues, City Manager and City Attorney out of respect and teamwork.33
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DiscussionWhen we are at our best, how do we carry these out? What actions should we avoid as we practice these norms? Go through each one
Examples
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Discussion: A through GA.Govern as a body. If we work together well, our City will excel.B.Treat all with dignity, courtesy and respect. This includes staff, each other, or members of the public. C.Keep confidential matters confidential.D.Respect process and roles. This includes avoiding interruptions and distractions.E.Agree to disagree in a respectful manner. We focus on the issue not the person. F.Keep our comments clear, concise, and on-topic. This respects our colleagues’, the public’s, and staffs’ time.G.Give each other a chance to speak. Everyone gets to speak before another of us speaks for a second time. We refrain from dominating the discussion.35
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Discussion: H through NH.The Mayor normally speaks last. After other members of the Council have offered their opinions, the Mayor speaks.I.Be mindful of the impact of our words and tone. We consider this as we address each other, staff, and the public.J.Promote discussion and resolution. We present problems and issues in that way.K.Follow the agenda. We begin and end meetings on time.L.Respect decisions once made. We do not attempt to undermine decisions.M.Speak for the city only when specifically authorized.N.Practice a “no surprise” rule. We give a heads up to Council colleagues, City Manager, and City Attorney out of respect and teamwork.36
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Where we go from here
Now
Tomorrow
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Committing to Our Code of Conduct§Each member of Council, City Manager, City Attorney commits to the Code of Conduct§Each person contributes to the “care and feeding” of the partnership§All members participate in regular training and professional development (CalCities, Institute for Local Government, others) §Staff incorporates Code of Conduct into new Council orientation§Council conducts a three- to six-month check in on how we are carrying out our agreed upon Code of Conduct§What else? 38 82 of 86
Peer Accountability
Everyone contributes equally to maintaining standards, meeting goals, and upholding shared valuesRelies on mutual respect, trust, and a shared understanding of expectations within the groupIf you got off track on one of your commitments, how would you like your colleagues to approach you?
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The beginning is always today.
Mary Wollstonecraft Shelley
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Wrap UpOne valuable takeaway from today
Summary ReportSession Evaluation
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Thank You!
42 Contact: Jan [email protected](949) 202-8870
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