Council Retreat Meeting

MINUTES CITY COUNCIL RETREAT MEETING CITY OF MONTEREY Wednesday, February 23, 2011 8:00 - 4:30 p.m. CONFERENCE CENTER, COLTON ROOM MONTEREY, CALIFORNIA Councilmembers Present: Councilmembers Downey, Haferman, Selfridge (arrived at 2:42 p.m.), Sollecito, Mayor Della Sala Absent: None City Staff City Manager, City Attorney, Director of Information Resources/City Clerk, Present: Assistant City Manager, CALL TO ORDER Mayor Della Sala called the meeting to order at 8:30 a.m. RETREAT The following topics were discussed by the City Council and staff members during the course of the meeting. The record of the meeting was recorded by Michelle Snider Luna, Snider Education and Communication, and is attached and hereby incorporated as part of these Minutes. 1. Welcome and Purpose of the Retreat--Chuck Della Sala, Mayor 2. Public Comment 3. Introduction of the Facilitator and Recorder--Fred Meurer, City Manager 4. Role of the Facilitator, Recorder, Group and Public; Strategic Planning Elements; Agenda - - Marilyn Snider, Facilitator -- Snider and Associates 5. What Are the Strengths of the Monterey City Council? 6. What Are the Monterey City Council's Weaknesses/Challenges (e.g., what's not going as well as you would like)? 7. Clarification, Discussion and Consensus Regarding Expectations/Needs (these questions are not intended as an evaluation of performance) a. What Does the City Council Expect/Need from a/the City Manager to Work Together Effectively? - Identify City Manager Evaluation Criteria for Use in Upcoming Performance Review b. What Does the City Manager Expect/Need from a/the City Council? c. What Does the City Council Expect/Need from a/the City Attorney? - Identify City Attorney Evaluation Criteria for Use in Upcoming Performance Review - What Do the City Council Members Expect/Need from Other Council Members to Work Together Effectively? 8. Time Permitting (not later than 2:30 p.m.), Identify City Priorities/Goals 9. Next Steps/Follow-Up Process (including setting a date for a City of Monterey Strategic  City Council Minutes Wednesday, February 23, 2011 Planning Retreat with the Management Team) 10. Summary of Retreat 11. Closing Remarks ADJOURNMENT Mayor Della Sala adjourned the meeting at 3:28 p.m. Respectfully Submitted, Approved, Bonnie L. Gawf Chuck Della Sala Information Resources Director/City Clerk Mayor 2 City Council Minutes Wednesday, February 23, 2011 CITY OF MONTEREY CITY COUNCIL, CITY MANAGER & CITY ATTORNEY TEAMBUILDING RETREAT February 23, 2011 * Monterey Convention Center Marilyn Snider, Facilitator—Snider and Associates (510) 531-2904 Michelle Snider Luna, Recorder—Snider Education and Communication (510) 735-7744 WHAT ARE THE STRENGTHS OF THE MONTEREY CITY COUNCIL? Brainstormed Perceptions:  Civility of different opinions  This Council works hard at the Council meetings—learns all of the information  Good listeners  Diversified background, which provides for a richer conversation  Most of the time, Council looks toward the future  Passion for what they believe in  Our attendance is good at most of our meetings—in general, we are all there  Not afraid to ask questions  When we are deliberating an issue, we do work on forming a consensus, even when we have different opinions  The Council is looked upon as leaders in the region—others look to us for how to solve regional problems  They are approachable and not self-important  We’re not trying to fire our City Manager or Police Chief  Do well approaching the public and getting their feedback on issues  Feedback from the community that they are pleased the Council is out in the public listening and participating  They are very smart  They bring different skills from different backgrounds  Sometimes we add things to make decisions for everybody—we are flexible  City Council work well with City staff  There is a reputation of financial responsibility WHAT ARE THE MONTEREY CITY COUNCIL’S WEAKNESSES/CHALLENGES? Brainstormed Perceptions:  Many say the City Manager runs the City, not the Council  Establishing a position on a matter before the Council meeting, and not open to changing it after hearing from fellow Council members and the public  Council not working as a complete team  City Manager gives a separate staff report after staff give their reports—over explains  Good to have diversity of opinion, but we don’t always appear to be working as a team  Council not understanding their power and influence as individual Council members  Lack of recognition that the organization has lost substantial capacity  Public perception that City employees are overpaid  Not always consistent  Rumors of low employee morale due to budgetary issues and Council comments 3 City Council Minutes Wednesday, February 23, 2011  Failure to treat each other and staff with respect at all times  Too much emphasis on things we have no control over (e.g., apple moth, smart meters)  City Council does not always treat each other and staff with respect  Being disrespectful to staff  Council lacks understanding where our expertise needs outside help—thinking common sense can answer all questions—hesitating to get real estate consultants with leases, etc.—elected officials aren’t wise in all issues  Don’t understand role  Personal criticisms of the staff, public or Council that can appear abrasive or insensitive  Attempt to placate each public comment as a focus vs. listening and continuing to focus on “best for all the citizens”—a political ploy  Sometimes Council members are oppositional without giving a positive solution  Don’t stay focused on true City priorities as opposed to being focused on every public comment  Not staying within the chain of command  Public perception that staff has an agenda  Too much focus on perceived negatives without highlighting our great successes  Public perception that the City Manager sets policy, not the City Council  Putting out fires syndrome  Don’t realize City morale is in the Council’s hands  Not following a provision of the Charter that resists Council members from directing staff except the City Manager and the City Attorney  Don’t study issues enough, be it reading, attending or watching Planning Commission meetings on TV, especially when we anticipate these issues will come before the City Council  City Council members are sometimes less than polite with each other WHAT DOES THE CITY COUNCIL EXPECT/NEED FROM A/THE CITY MANAGER TO WORK TOGETHER EFFECTIVELY? Consensus List:  Be in charge of the day-to-day operations of the city  Provide context for agenda items (history if there is one, present situation and expectations for the future)  Delegate effectively to executive management  Be a good listener  Be able to see the big picture and communicate it to staff and Council  Take divergent points of view to consensus by articulating a potential solution  Have an awareness of what’s happening politically at the local, state and national levels  Provide outreach to residents and businesses to become knowledgeable and sensitive to their needs  Be an effective leader  Be an effective manager  Be an effective communicator  Open and transparent (to each City Council member to make decisions—also to the public)  Informative  Knowledgeable and effective agenda planning—consistency  Lead, stimulate and provide positive morale for the staff  Good financial/budget knowledge  Ability to hire and develop good people  Innovation—visionary 4 City Council Minutes Wednesday, February 23, 2011  Able to hire employees that balance employee relations and don’t show favoritism (be sure there is a background check to be sure person is strong in employee relations—favoritism would harm relationships)  Be visible with the press  Be knowledgeable, cooperative and sensitive to the needs of the military, tourism and education  Be visible in the community, and, when possible, attend community events IDENTIFY CITY MANAGER EVALUATION CRITERIA Brainstormed List:  Good fiscal management  Follows through on Council’s priorities and policies  Provides the City Council with necessary tools and information in a timely manner to help them be effective  Effective development and management of staff and managers  Anticipates problems and resolves them before they become major issues  Works well with the community, private sector, other public agencies, non-profits and the press  Demonstrates leadership  Innovative  Effective in labor relations  Stays educated and informed  Helps develop the economy CITY MANAGER EVALUATION CRITERIA Determined by Consensus Good fiscal management Follows through on Council priorities and policies, providing them with the necessary tools and information in a timely manner Innovative Effective development and management of the management team WHAT DOES THE CITY MANAGER EXPECT/NEED FROM A/THE CITY COUNCIL TO WORK TOGETHER EFFECTIVELY? Consensus List:  View the Council and staff as a coherent team with an emphasis on recognizing that staff is part of the City’s team (including by the words used in public to demonstrate that we are a team—be sure that team refers to appropriate behavior)  Follow the chain of command  Be cognizant of the key role the Council plays in the community’s morale and self-image as well as the organization’s morale (don’t play into “the world is ending”—be positive)  Create an environment of innovation where a mistake by staff is viewed as an investment in the future as opposed to a reason to criticize (don’t create an environment where people are afraid to be innovative for fear of being criticized, including admonition for staff behavior where they have tried their best)  Let the City Manager know if something cannot be done first class whether or not you want to do it (probably an exception) 5 City Council Minutes Wednesday, February 23, 2011  Courtesy to each other, staff and the public (when public states something that is untrue, the City Manager or Mayor will briefly correct in “real time”—be careful of voice tone and how you ask questions)  Where appropriate, defend staff in public and criticize to the City Manager in private  Stick with the Council priorities unless the City Council majority changes the priorities  Recognize that only the City Council sets policy, the staff recommends policy and the staff implements the Council’s policy after their decision is made  Only ask for data from staff that you need for decision as opposed to data request to postpone a decision (ahead of time when possible)  Remember that it is the City Management Team that implements the City Council’s decisions  Read agenda materials—be prepared  Communicate Council expectations to the City Manager (differentiating between City Council expectations and Council member expectations—when a process has been agreed upon by the Council and you are unhappy with the process, don’t undermine it, such as cuts regarding the budget)  Council not articulate a position on an issue until the public hearing process (e.g., budget cuts)  Celebrate all of the positive and remind people of the positive  Actively dispel myths  Don’t speak on behalf of the Council when it is your view rather than the Council’s  If an issue is coming to the City Council for a decision, do not state your position prior to the Council’s discussion WHAT DOES THE CITY COUNCIL EXPECT/NEED FROM A/THE CITY ATTORNEY? Consensus List:  Effective litigation  Pros and cons of making a particular decisions—risks of pursuing a particular decision (or not)  Ability to make good judgments on when to go outside for expertise (most is covered by in-house expertise so money for outside counsel does not need to be hired)  Be an effective manager of the City Attorney’s Office (including managing and developing staff)  Review City documents, contracts and leases (e.g., JPA, investigations)  Stay up to date on education and professional contacts (I pass on information to legal staff and make sure things that need to be done are implemented)  Work well with City staff and City Council (I may not always be the good guy because I may point out things the staff is not doing that s/he needs to do—work as a team with City staff)  Make sure that legal jargon is defined in reports  Know when to delegate to the Assistant City Attorney and when to address an issue personally  Good legal advice—be proactive (give advice when appropriate, even if not asked)  Litigation reports  Clear, definite answers  Clarity of thoughts and words so public has a clear understanding of explanation provided—no legalese  Appropriate oversight and direction over Council meetings, agendas, Brown Act, parliamentary issues (usually parliamentary rules are handled by the Mayor, but I will step in if I see an error)  Not be beholden to the City Manager, give own advice and not want what City Manager wants (If I do not agree with the City Manager, I would resolve it privately with the City Manager and not at the meeting)  Initiate a follow-up of issues (e.g., water issue) with a follow-up report of decisions and the fallout  Manage City Attorney budget  Excellent communication skills  Keep City out of trouble—be preventative 6 City Council Minutes Wednesday, February 23, 2011  Check City Council agendas and anticipate questions that may come up  Proactive in forwarding solutions to problems  Make sure there is an accurate record (e.g., with accurate motions) IDENTIFY CITY ATTORNEY EVALUATION CRITERIA Brainstormed List:  Works well and maintains effective open communication with the City Manager, City Council and staff in planning and execution of resolving problems  Anticipates and communicates potential problems and provides creative solutions on a timely and cost-effective basis  Works with the City Manager to assist staff in developing and scrutinizing ordinances, leases, contracts and agreements and anticipates, as much as possible, adverse unintended consequences  Helps the Council identify ways to reduce legal fees  Informs the Council on issues before and while a case is handled and discusses strategy/course of action  Aggressively pursues lawsuits  Effectively litigates  Provides good legal advice, proactive when appropriate CITY ATTORNEY EVALUATION CRITERIA Determined by Consensus Anticipates and clearly communicates potential problems and provides creative solutions on a timely, cost-effective basis Works with the City Manager to assist staff in developing and scrutinizing ordinances, contracts, leases and agreements, anticipating, as much as possible, unintended consequences Informs the Council on potential and current litigation and discusses strategy/course of action Effectively litigates WHAT DO THE CITY COUNCIL MEMBERS EXPECT/NEED FROM OTHER CITY COUNCIL MEMBERS TO WORK TOGETHER EFFECTIVELY? Consensus List:  Honesty  Civility  Frankness  Kindness  Try not to interrupt or dominate discussions  Accept responsibility for Council actions  Follow the Golden Rule  Respect for difference of opinion  Mutual courtesy and respect 7 City Council Minutes Wednesday, February 23, 2011  Support of the majority decision even if you’re on the losing end (don’t undermine the decision once the decision is made)  Flexibility  Be respectful to staff and trust the advice given by staff  Try to keep the meeting moving forward in an efficient manner to arrive at the best solution (e.g., don’t make motions to get the meeting over more quickly)  Respect for opposing positions  Make decisions in the best interest of the city  Explain why you voted on an issue if you voted no  Don’t block vote  Be responsible  Have business sense  Understand your role  Effective communication skills  Be approachable  Be consistent  Foresight  Good sense of humor  Calm, reasonable discussions  Do research on issues  Sense of teamwork  Propose an alternative solution rather than blocking a resolution (sometimes there is not an alternative)  Think long-term—be supportive of the City process  No grandstanding at the expense of colleagues  Leadership  Honesty  Don’t be repetitive  Do not take results of the vote personally  Trust  Follow the City Charter  Work toward consensus when possible  Be willing to ask for outside expertise (consultant) when there does not seem to be enough information to make a decision  Recognize that it is not bad to seek the assistance of a consultant  Be prepared at Council meetings  Express positive attitude toward City rather than the poison of negativity  Don’t be political and try to placate all who speak 8 City Council Minutes Wednesday, February 23, 2011 NEXT STEPS/FOLLOW-UP PROCESS WHEN WHO WHAT February 24, 2011 City Clerk Distribute the Teambuilding Retreat record to the City Council, City Manager & City Attorney. By February 25, 2011 Mayor Review Teambuilding Retreat record with Councilmember Selfridge. Within 48 hours All Read the retreat record. of receipt By March 3, 2011 City Council & Complete City Attorney evaluation worksheets. City Attorney March 4, 2011 City Council & Hold City Attorney performance evaluation session. 1:00 – 5:00 City Attorney April 18, 2011 City Council Priority-setting Strategic Planning Retreat. 8:30-4:00 City Manager City Attorney Management Team By May 1, 2011 City Council & Complete City Manager evaluation worksheets. City Manager May 2, 2011 City Council & Hold City Manager performance evaluation session. 8:30-12:30 City Manager 9