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- 1. City of South Portland City Council Workshop Notes August
14, 2006 Mayor Beecher
- 2.
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- Sustained momentum in renewing and building Council group
effectiveness. appreciation for our progress and plans
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- Continue to give shape and definition to a vision of forward
movement for the Council and the City priorities and guidance of
Departments
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- Practical work of preparing for transitions to new City Manager
and plans for 2006-2007
Suggested Desirable Outcomes Purpose Revisited
- 3.
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- Recruitment of new City Manager (Mayor and subcommittee)
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- Evaluation of City Council employees (Jim H and
subcommittee)
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- Development of on-boarding process for Council, others as
appropriate (Linda and subcommittee)
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- Refinement of a purpose statement (mission, role) of the
Council for eventual further DH engagement process (Mayor)
Agenda Update on Progress by Subcommittees
- 4. City Need and Shared Council Objective Research and/or
Action Steps and Decision Points Councilor/ Others Responsible Key
Dates/ Target Completion Cost (if any) Contingencies: 1) to be
updated as of end of day 8/9/06 Degree of risk for the City;
function of newness, investment, liability, timing Degree of impact
on City; function of integration required I. Working Template:
Sub
- 5. City Need and Shared Council Objective Research and/or
Action Steps and Decision Points Councilor/ Others Responsible Key
Dates/ Target Completion Cost (if any) Contingencies:
Degree of risk for the City; function of newness, investment,
liability, timing Degree of impact on City; function of integration
required II. Working Template: Jim H
- 6. City Evaluation Starting Point
- What are the essential aspects for making this a success?
- Review current process and criteria
- Consider a committee or task force to work with consultant in
designing, developing, launching and reviewing the effective
evaluation process for the City
- Review process; develop framework
- Discuss alternative approaches and mechanisms for evaluation
and the trade-offs/implications
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- Connect to merit, reward?
- Pilot, refine and adopt for ongoing implementation
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- Adaptability/willingness to learn
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- Cooperation and relationship w/ coworkers
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- Cooperation and relationships w/public
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- Planning and analytical abilities
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- Ability to evaluate subordinates
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- Maintenance of work area and equipment
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- Willingness to work as an active team member of the
organization
- 7. City Need and Shared Council Objective Research and/or
Action Steps and Decision Points Councilor/ Others Responsible Key
Dates/ Target Completion Cost (if any) Contingencies:
Degree of risk for the City; function of newness, investment,
liability, timing Degree of impact on City; function of integration
required III. Working Template: Linda B
- 8. Annual Orientation Starting Point
- What are the on-boarding issues?
- What are the essential aspects to making this a success?
- Consider opportunities to design and pilot now, given new
recruits in CM and HR position to on-board
- Design and institutionalize annual orientation days for
Councilors (staff?)
- Precede Inaugural by anticipate needs of the newly elected
Councilors
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- Buddy system to train specifics
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- Legalities, regs and code
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- Conduct (mock Council session)
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- Share perspectives on role and collaborative leadership
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- Conclude with evening Q&A
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- Require participation and review (6 months into term?)
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- Continue with State of the City in the New Year, etc etc.
- 9. City Need and Shared Council Objective Research and/or
Action Steps and Decision Points Councilor/ Others Responsible Key
Dates/ Target Completion Cost (if any) Contingencies:
- Craft a starting point Full Council w/ CM 3/6/06 w/DH
inputs
- Review in light of new City transitions Full Council w/ KSH
4/10/06 w/limited stakeholder input
- Refine multiple statements to one suggestion of minimum
criteria or definition Mayor w/ KSH 6/06
- Engagement of DH in CM search Full Council w/DIMI 7/06
- Engage Departments and key City constituents in communication
and education around roles, (re)aligning City as necessary Council
with new CM 10/06
- Actively communicate Council purpose w/ election Mayor and
Council 11/06- 01/07
Recognize departure of one Councilor and one CM, addition of one
Councilor, hiring of new CM and that these arrivals will require
consideration of the above as well. Critical that members share an
appreciation of the role of the Council, its purpose and respective
responsibilities. IV. Working Template: Maxine
- 10.
- Further this means, the Council members ensure:
- Effective and efficient working of the Council body. This
requires a process for ongoing Council education.
- Adherence to the City charter.
- Supervision of senior-most City employees. This requires a
process for ongoing management and evaluation of Council employees
and appointees.
- Priority setting. This requires the existence of a strategic
plan and process that hears the evolving needs of the City and
evaluates the need for modification in direction and policies, and
accordingly agreeing and passing the annual budget.
Refinement of Purpose Statement Role Clarification Delineation of
Responsibility The City Council is collectively responsible for
policy and direction of City services in a fiscally responsible
manner, being the voice of the people, keeping the vision for the
City moving forward, ensuring leadership of decisions of greatest
impact and consequence for the Citys future.
- 11.
- Ought be like a Board of Directors,
- Recognize the size that the City business represents
- Define outcomes looking for the what leave how to others
- Hire strong and capable employees and make them do their
jobs
- Guide, but not be involved in everything (lose
perspective?)
- Deal with issues respectfully and in a timely fashion
- Liaise with constituents be the voice of the people
- Move issues forward (not allow grinding halts)
- Ensure the budget reflects the needs (and support?) of the
community
- Have a way to keep track or score that unites City and its
Departments
- Be supportive of Departments
- Not be boss Council has only three direct employees
- Avoid the pitfalls that come with the desirable strong
personalities; that is, be not:
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- Undisciplined communicators
- Not misuse political power
- Not be like a Board of selectmen
- Not have disheartening disconnects between the City Council and
the managers office
- Not quick fix-oriented, but longer term, visionary and seeking
sustainable change on behalf of the City
- Not get so strained as to become dysfunctional
Council Role/Purpose/Mission Starting Points
- 12. DH Engagement Starting Points
- Stem and tackle erosion of trust
- Find soul, heart, community beyond the $
- Share and align calendars and processes for planning and
measurement
- (See balanced scorecard for conversation/development with
Department Heads)
- Shared leadership retreat
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- Co-create vision for City
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- Aim for breaking the barriers
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- Video entitled: City of South Portland: Forward Movement : what
it really means and takes to move the City forward: the roles of
Council, City Hall, the Departments
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- For use in annual orientation
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- For use in recruitment of key staff
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- For use in team building and visioning process this year
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- Other eco development purposes
- 13. High Low Level of Risk for the City as a whole (function of
degree of City-wide change, newness, investment, liability ) I High
Level of Impact on the City (function of degree of integration
required; consequence to overall vision) Set performance
expectation, agree limits of authority: who defines"what" and
criteria for "how" The Mayor sets the tone, aspiration and pace The
Council decides The City Manager with Council input . .Committees
The City Manager or person delegated decision-making authority, for
example, individual expert, manager, or Department Head or
Department team Competent staff members decide Role Clarity
Decision-Making and Priority-Setting?
- 14. Council Role Mayor and Councilors Appointees Budget Vision
Constituents Customer Responsibility Process Responsibility People
Responsibility Fiscal Responsibility As 3 rd Largest Employer in
the City City Manager Counsel Clerk As Guardian of $77M Operating
Budget ($37M capital improvement plan) As Guiding the Direction
taken by the City, its 14 Departments, extensive infrastructure and
systems, large and small As Elected by and Severally Representing
23024 Citizens Understand how the System Works Protect Advocate for
Be the Voice of Set Policy Deliver Services within Constraints
Create and Foresee New Services Create Spot Trends Opportunities
Keep Alive Educate - Chain of Command Understand the Issues
Understand our Job Understand the Job enough to Evaluate and
Supervise Balance Short- and Long Term Objectives Trust Listen
Tone-set Foresee Recognize Needs & Vulnerabilities Prioritize -
Boundaries - Expectations of Us - Emerging Best Practice - Educate
ourselves - Charter, Code
- 15.
- Balancing resource trade-offs:
- Short - and long- term objectives
- Financial and non-financial measures
- Lagging and leading indicators
- External and internal performance perspectives
- Elevated attention to constituents
- Translation of strategy to operational imperatives
- Alignment of all staff with executive directions
- Change and sustaining of executive effectiveness
Strategic Performance Management Keeping Track of Forward Movement
- The Gestalt of the City Framework styled after Kaplan and Norton
Balanced Scorecard Project Management Planning Process Operational
Innovation Process Financial Measures Constituent Measures Process
Measures Appointee/Staff Measures Cost / Productivity Performance
vs. Budget Revenue (index by headcount) Customer Satisfaction
Communication Turnover Loyalty Retention Ensure people competence
Significantly Behind Target (1,2,3,4) Within Tolerance Level
(5,6,7) Ahead of Target (8,9,10)